Title Annual Report 2019/20 Produced by City of Playford Contact us Author Strategy and Corporate Business Unit Address: City of Playford Team/ Area/Etc. City and Corporate Planning 12 Bishopstone Road, Davoren Park, SA 5113 Phone: (08) 8256 0333 Document Classification Website: www.playford.sa.gov.au Link to other Documents Annual Business Plan 2019/20 © Images and content. City of Playford Asset Management Plans Long Term Financial Plan Strategic Plan 2016-2020
Endorsed by Ordinary Council Endorsement date 24 Nov 2020
About this Report This Report fulfils our obligations under the Local Government Act 1999 which requires that a council must, on or before 30 November each year, prepare and adopt an annual report relating to the operations of the council for the financial year ending on the preceding 30 June. The legislation requires Councils to provided prescribed information; however this report also provides additional information as outlined in the LGA Annual Report Guidelines1. A copy of this report can also be found on Council’s website at www.playford.sa.gov.au
Disclaimer Every effort has been made to ensure the information in the Annual Report is accurate. No responsibility or liability can be accepted by the City of Playford or the publishers to any inaccuracies or omissions. Please advise the City of Playford of any corrections on 8256 0333 or via email [email protected]
1. The Annual Report Guidelines have been developed by the Local Government Association (LGA) for the guidance of and use by member Councils. The LGA is the statutory peak body for Local Government in South Australia, representing all 68 Councils in the State.
CONTENTS
Mayor and CEO Foreword ...... 4 Welcome to the City of Playford Annual Report for 2019/20 ...... 5 About Playford ...... 6 Community Events ...... 8 Your Rates at Work ...... 10 Corporate Awards and Recognition ...... 11 Strategic Planning Framework ...... 12 Strategic Directions and Year in Review ...... 14 Smart Service Delivery...... 15 Smart Living ...... 22 Smart Jobs and Education ...... 26 Smart CBD...... 29 Smart Sport ...... 32 Smart Health ...... 34 Capital Works ...... 36 Measuring Our Performance ...... 41 Financial Snapshot ...... 45 Your Council ...... 48 Our Workforce ...... 64 Looking Forward ...... 71 Legislative Check List ...... 74 Appendices ...... 77
MAYOR AND CEO FOREWORD
It wouldn’t be a discussion about the 2019/20 Recovery grant ($1.98M) and SA Power year, without first mentioning the COVID-19 Networks’ Power Lines Environment Committee pandemic. The global health crisis presented grant ($1.75M). unprecedented challenges for the world, and things were no different for the City of Playford. The Virginia Main Street Upgrade is an example of our ongoing response to the city’s intense Despite the threat, Council needed to keep residential growth. With increasing demand for delivering for our people and city. We pressed existing services and facilities, some of which are pause on some programs and initiatives, but for ageing, and many of which were designed to the most part were able to adjust the way we did support a much smaller community, there were things and delivered services and programs in a extensive upgrades across the city in areas of safe and healthy – albeit slightly different – way. stormwater, buildings, footpaths, kerbs, roads and parks and playgrounds. A big focus was staying connected with our community. We all faced extended periods of Focussing on this foundational work is something social isolation and Council wanted to do what it that reflected in our new Strategic Plan. We could to minimise any negative impacts on health spent many months during the year reviewing and wellbeing. this plan, which prioritises the foundational needs of our community. While the plan will be We made regular welfare calls to vulnerable endorsed in 2021, we had community and city people; delivered meals to at-risk residents; foundations front of mind when making decisions hosted online music events and turned our library throughout 19/20. into a mobile, at-home service. This includes a firm commitment to achieving Councillors, staff and community were incredibly long term financial sustainability. Council has flexible and resilient during the crisis, and we are been working hard to address concerns about its proud of the ways we were able to safely connect financial position and has a clear plan to reduce and continue delivering for our community. historical debt, invest in assets that meet social While the profound events may be what we and infrastructure needs and avoid budget remember most about the year, there are many deficits. other highlights to acknowledge. We have been able to achieve this in 2019/20 Construction commenced on the new Grenville with an operating result of $4.8M as shown in Hub in Elizabeth. It will provide a custom-built this report. space for our over-50s community to socialise, At this stage, our community is fortunate to have learn and connect with us and one another. been spared the worst of the COVID-19 We worked with residents, stakeholders and key pandemic. Council is keenly aware however that partners to progress the upgrade to the Virginia times are not “normal” and the economic fallout Main Street upgrade. There has been of the crisis will be with us for some time. While it longstanding concern for the safety, appearance is worth reflecting on how far we have come in and usability of the main street, which will be 2019/20, we are looking to the future and addressed through the upgrade. planning how the City of Playford can partner with people, communities and businesses to There was extensive community engagement improve everyday life. during the year, with hundreds of people giving feedback through pop-up discussions, community and school workshops or responding to the survey. It has helped shape the concept design for the street. We also partnered closely with the SA and Australian Governments and SA Power Networks to secure funding for the $8.88M project. The City of Playford will contribute approximately 25 per cent of the total project costs ($2.49M), and is grateful to receive external funding from the SA Government's Places for People grant Glenn Docherty Sam Green ($2.66M), Australian Government's Road to Mayor Chief Executive Officer
4 │Annual Report 2019/20
WELCOME TO THE CITY OF PLAYFORD ANNUAL REPORT FOR 2019/20
Welcome to the City of Playford 2019/20 Annual Report.
The Report fulfils our obligation under the Local Government Act 1999 that requires councils, on or before 30 November each year, to prepare and adopt an annual report relating to the operations of the council for the financial year ending in the preceding June.
The report provides an overview of the projects and services that Council has delivered across the city throughout the year, with progress outlined against the six Smart Programs identified in our Strategic Plan 2016-2020:
Smart Service Delivery Smart Living Smart Jobs and Education Smart CBD Smart Sports Smart Health
This report also includes the City of Playford General Purpose Financial Statements for the year ended 30 June 2020 as well as the audited statements for Council’s subsidiaries – the Gawler River Floodplain Management Authority (GRFMA) and the Northern Adelaide Waste Management Authority (NAWMA). An online version of the City of Playford 2019/20 Annual Report can be downloaded at www.playford.sa.gov.au
Annual Report 2019/20 │5
ABOUT PLAYFORD
6 │Annual Report 2019/20
Annual Report 2019/20 │7
COMMUNITY EVENTS
July 2019 Citizenship Ceremony, Civic Centre, Elizabeth
August 2019 South Australian Living Artists (SALA) Festival – Exhibitions, Workshops and Artists in Residence
September 2019 Playford United Invitational Tournament (in partnership with Adelaide United Football Club and Playford International College), Ridley Reserve, Elizabeth Grove Citizenship Ceremony, Civic Centre, Elizabeth
October 2019 Party in the Park, Secombe St Reserve, Elizabeth Grove Carnival in the North, John McVeity Centre, Smithfield Plains Elizabeth Rise Community Centre – 5th Birthday Party, Elizabeth Downs Aquadome Community Open Day, Aquadome, Elizabeth Give it the boot! Sale @ The Precinct, Smithfield Plains City of Playford Tennis International - Association of Tennis Professionals (ATP) Challenger, Playford Tennis Centre, Elizabeth East
November 2019 Playford Alive Community Fun Day Citizenship Ceremony, Civic Centre, Elizabeth
8 │Annual Report 2019/20
December 2019 Playford Community Christmas Carols 2019, Fremont Park, Elizabeth Park Community Mural Launch – ‘What Community Means to Us’, The Fields Shopping Centre, Davoren Park Give the Gift of Reading Christmas Party, Civic Centre Library, Elizabeth
January 2020 Australia Day 2020, Fremont Park, Elizabeth Park Citizenship Ceremony, Civic Centre, Elizabeth
March 2020 Playford Palace (Adelaide Fringe): Campeones (Champions) – Seniors of Screen, The Shedley Theatre, Elizabeth Playford Palace (Adelaide Fringe): Billy and Paul, The Shedley Theatre, Elizabeth Playford Palace (Adelaide Fringe): Tom Gleeson Live, The Shedley Theatre, Elizabeth
Harmony Day, Northern Sound System, Elizabeth
April 2020
Faces of our Anzacs - Light installation (in lieu of the formal Anzac Commemorations), Windsor Carpark, Elizabeth
May 2020 Positive Futures Expo
Annual Report 2019/20 │9
YOUR RATES AT WORK
The City of Playford’s revenue for 2019/20 was $106.7 million, with $82.2 the majority of revenue coming from General Rates and Grants, Rates Subsidies and Contributions. This funding supported existing 2019/20 Grants, Subsidies and services and infrastructure, as Sources Contributions of well as new investment in User charges Revenue operational and strategic priorities ($million) for the city. The following $17.0 Other diagrams provide an overview of 2 Statutory charges revenue and expenditure in $2.8 2019/20. $2.7 $2.0
$2.1 $0.8 City Operations $6.0
$7.9 Health, Environment and Regulatory Services
Community Services 2019/20 Expenditure $8.4 Customer Care and by Program Libraries ($million) Development Services
Economic Development $13.6 $51.2 Property and Asset Management
2 City Operations includes streetscapes, stormwater, parks and reserves, sports fields, trees, illegal dumping and graffiti. Health, Environment and Regulatory Services includes immunisation, environmental health and sustainability, kerbside waste and regulatory services. Community Services includes community development, community inclusion, community venues, event management and the Healthy Food Co. Customer Care and Libraries includes customer contact and library services. Development Services includes building and compliance, engineering services and planning services. Economic Development includes business and industry support. Property and Asset Management includes club and sporting governance.
10 │Annual Report 2019/20
CORPORATE AWARDS AND RECOGNITION
Local Government Professionals, Annual Leadership Excellence Awards 2020 Playford 10 Team – Excellence in Community Partnerships and Collaboration (Finalist) PLAY it FORwarD - Management Challenge (Second Place)
Tennis SA Awards City of Playford Tennis International – Most Outstanding Event
Tennis Australia – Australian Tennis Awards City of Playford Tennis International – Most Outstanding Professional Tournament
Australian Red Cross Lifeblood – National Council Blood Challenge 2019 Most Donors (Winner for SA/NT, 4th place nationally) Most New Donors (Winner for SA/NT, second place nationally)
Staff representatives receiving National Blood Challenge awards.
Annual Report 2019/20 │11
STRATEGIC PLANNING FRAMEWORK
Playford Community Vision 2043 The Playford Community Vision 2043 was developed by the Playford community to identify its vision and aspirations of Prosperity, Liveability and Happiness for the expected growth of the city over the next 30 years.
It facilitates the community, government and stakeholders working together to deliver the community’s vision.
Strategic Plan 2016-2020 Council’s current Strategic Plan was endorsed in July 2016 and focusses on six Smart Programs which are key to the City of Playford progressing towards the community’s long- term vision of creating a more liveable, prosperous and happy city.
Smart City, Connected Community Six Smart Programs are identified in the Strategic Plan 2016-2020: Smart Service Delivery
Smart Living Smart Jobs and Education Smart CBD
Smart Sports Smart Health
These programs are the key focus for Council’s activities and influence budget prioritisation decisions and allocation of resources.
However, in pursuing these projects, Council also maintains its clear focus on continually improving its core service delivery and the overall liveability of the city.
During 2019/20, Council commenced a comprehensive review of its Strategic Plan 2016-2020 and the updated Plan is due to be adopted in early 2021.
12 │Annual Report 2019/20
Long Term Financial Plan The City of Playford’s Long Term Financial Plan (LTFP) ensures that Council can deliver services, maintain assets and achieve its strategic objectives in a financially sustainable manner. A key component of the LTFP is the measurement and reporting of Council’s financial sustainability ratios. These ratios ensure that Council is operating in a fiscally responsible manner and guides decision-making on major projects. Council uses its financial ratios to ensure that its finances remain sustainable in the long term.
Asset Management Plan Council’s Asset Management Plans (AMPs) represent the: current service level; asset values; projected operations; maintenance; capital renewal and replacement; capital upgrade/new and asset disposal expenditures; and projected expenditure values incorporated into the Council’s Long Term Financial Plan. A key component of developing the AMP is a long-term (10 year) projected Asset Renewal Workplan, which provides a forecast of what finances the city requires to be sustainable over the longer term. A detailed annual renewal workplan for the year ahead is also produced, and the budget required to deliver this workplan forms part of the respective Annual Business Plan and Budget.
Annual Business Plan and Budget This Annual Business Plan and Budget details the services and projects that will be funded in the next 12 months to deliver against Council’s Strategic Plan and progress our Smart City, Connected Community agenda.
Annual Report 2019/20 │13
STRATEGIC DIRECTIONS AND YEAR IN REVIEW
Council’s Strategic Plan 2016-2020 identifies six Smart Programs which build on our ongoing commitment to continuous improvement by looking for smarter, more innovative and efficient ways to meet our community needs.
The 2019/20 Annual Business Plan identified the services and projects to be undertaken during the year to support each of the Smart Programs in our Strategic Plan 2016-2020.
This section of the Annual Report gives an overview for each Smart Program of how our services have performed over the last 12 months. Progress made on our key projects and other achievements throughout the year is also noted.
The status of each service or project has been assessed as being completed, commenced, an ongoing service or deferred, and is illustrated by the icons below:
Completed
Commenced
Ongoing Service
Deferred
14 │Annual Report 2019/20
SMART SERVICE DELIVERY
The Smart Delivery Program is about continuing to provide for the changing needs and expectations of our diverse community, delivering the services it requires. It means making the most of our community’s existing strengths, talents and diversity, as well as working smarter to connect the members of our community with each other to contribute to overall community wellbeing and the economic life of the city.
Council will increasingly need to use innovative problem-solving approaches and smart technological solutions to ensure that we make best use of our available resources to meet these demands.
Outcomes High quality services and amenities Improved service delivery Working smarter with our community Enhanced city presentation, community pride and reputation
Services and Projects
Club and Sporting Governance Library
Community Development Parks and Reserves
Community Inclusion Rapid Response
Community Venues Regulatory Services
Customer Contact Rural Streetscape
Environmental Health Sportsfield Maintenance
Environmental Sustainability Tree Services
Event Management Urban Streetscape
Graffiti Volunteer Development
Information Communication Health Initiatives Technology (ICT) Minor Works Illegal Dumping Smart Working Program
Disability Access and Inclusion Immunisation Plan Kerbside Waste
Completed Commenced Ongoing Service Deferred
Annual Report 2019/20 │15
Smart Service Delivery is at the core of Council’s business and we need to live up to our community’s expectation that our services and amenities will be delivered to a high standard.
Enhanced city pride and improved reputation will raise the profile of the area and make Playford a more attractive place for people to live, work and do business. This will lead to investment in the city and the growth and diversification of local jobs for local people.
Each year Council maintains its focus on core service delivery and actively evolves the way services are delivered to improve efficiency, customer experience and overall value for money for our community. Our annual Resident Satisfaction Survey (RSS) helps us to better understand the views of our community in order to meet its needs and aspirations. The table below shows the net operating cost of our service standards in 2019/20.
Net 2019/20 Service Standard Actuals ($ ‘000) Business Support and Industry Development 2,095 Club Development and Access to Sporting Clubs 817 Community Development 1,134 Community Inclusion 2,938 Community Venues 2,224 Customer Care 3,295 Development Services 5,962 Environmental Health 1,659 Environmental Sustainability 406 Event Management 855 Graffiti Operations 314 Health Initiatives and Playford Food Cooperative 969 Immunisation 623 Kerbside Waste 8,999 Library Services 4,579 Parks and Reserves 9,201 Rapid Response 1,303 Regulatory Services 1,921 Rubbish and Illegal Dumping 1,479 Rural Road Maintenance 5,093 Sportsfields Maintenance 5,147 Stormwater Network Maintenance 3,142 Tree Services 4,493 Urban Streetscape 21,089 Volunteer Strategy and Development 268
16 │Annual Report 2019/20
Service Standards Resident Satisfaction with over 45% of households participating. The increased The City of Playford has a Resident satisfaction levels access to and flexibility of the total of 25 Council services across many key hard waste collection service formally defined, measured performance indicators, continues to be popular with and reported on as part of the services and facilities have residents and has resulted in organisation’s Service remained consistent with the a 40% increase of hard waste Standard System. Measuring results received in previous services accessed from last Service Standards enables years. Ninety-four per cent of year. consistent service delivery, residents expressed that they sets expectations for our are at least ‘somewhat Regulatory Services community and identifies if satisfied’ with the overall Strategic community levels of service are performance of Council, 81% education and targeted improving or declining, and have strong intentions of media and marketing identifies trends, patterns and continuing to live in the area campaigns have assisted improvements in the delivery and 44% have lived in the with dog registrations of services. The annual Council area for over 20 remaining high throughout Resident Satisfaction Survey years. the year. Dog impound rates (RSS) feeds into this have declined with the process, by offering the City Presentation increased registrations, and community a mechanism to Services 2019/20 saw 29% fewer dogs rate their importance and Ensuring the Council’s impounded than two years satisfaction on all Council’s streetscapes and open space ago. external services. assets were maintained in an attractive way resulted in Environmental Health 91% of residents being at Environmental Health’s food least ‘somewhat satisfied’ inspection compliance rate with the presentation of the has remained consistent City of Playford. Ninety-seven throughout the year, even per cent of illegally dumped though COVID-19 restrictions rubbish was removed within and the closure of numerous the 10 day standard, an food businesses affected the increase from 2019 and 97% service. Council’s of graffiti was removed within Environmental Health five days of reporting, which Officers assisted South remains on target. Australian Police in Over 33,000 tonnes of conducting education and Our organisational culture of kerbside rubbish was monitoring activities of the using data and information to collected during the year, and State’s ‘COVID-19 improve decision-making and there is a growing uptake of Emergency Management service delivery has improved the Green Waste program, Directions’ in order to ensure data input and collection, and the availability of improved data has increased opportunities for measurement.
Annual Report 2019/20 │17
that members of the public Community Events and and local businesses Venues complied with physical distancing measures and Council continues to protected public health with strengthen engagement with the City of Playford the community and our community. events once again attracted high levels of attendance at Field Staff Mobility the Playford Community Carols, Australia Day The Field Staff Mobility Celebrations and Citizenship Project has continued to Ceremonies before COVID- support service delivery 19 restrictions. through the identification and digitisation of processes and Attendance at our community documentation for use in the venues was strong at field, with the project set to facilities such as Shedley continue digitisation and Theatre, Northern Sound provide supporting training System and the Playford Library Services over coming months. Civic Centre prior to COVID- Customer Care 19, with 65,448 visitors by the The Playford Library service end of March 2020. The received the highest For residents that had Grenville Hub had high satisfaction score of 4.39 out contact with Customer attendance levels, with of 5.00 in the RSS, resulting Contact, 85% were at least 77,827 visitors to Community in 96% of residents at least ‘somewhat satisfied’ with Inclusion and health and ‘somewhat satisfied’ with the Council’s level of customer wellbeing programs Library service. service, consistent with 2019. throughout 2019/20, and The number of people The average phone queue Community Development attending events and times to Council’s call centre program participation programs at the library was has remained steady remained steady throughout the highest since reporting throughout the year at 1 2019/20 prior to COVID-19 commenced in 2013/14 until minute. restrictions. However, Health Initiatives and Healthy Food COVID-19 restrictions late Co levels dropped due to March 2020. The library has restrictions. seen a decrease in active
18 │Annual Report 2019/20
One Card members and Our Volunteers Youth Engagement items borrowed over the year Council’s volunteer program due to COVID-19 restrictions continued to deliver positive and the closure of the outcomes in challenging physical libraries for a period. times. Up until the end of However, promotion of online March, our 550 volunteers eBook/eAudiobook services, contributed over 66,000 led to an increase of 23% hours to plan and deliver a compared to 2018/19. wide range of community programs and services. Improved Online Steady participation in youth Services focussed activities continues, including the Youth Choir and Playford Online Services was dedicated afternoons of youth launched this year, including activities at the Elizabeth new digital rates functions Rise Community Centre. that allow ratepayers greater Council’s Northern Sound access to self-serve System (NSS) also remained management of their rates popular engaging young accounts. This is people in contemporary complemented by the My The impacts of COVID-19 music production and Playford mobile application, reduced the volunteering education, as well as hosting where customers now have opportunities from April a range of live events. This convenient access to a range onwards, however almost year saw NSS on show at of Council services and latest 100 volunteers remained WOMADelaide, hosting a news using their smart phone active, with many assisting recording studio and live or other mobile device. the Playford Connected stage and shining the program, undertaking spotlight on over 40 local wellbeing calls to isolated musicians across the four and vulnerable community day event. members.
This summer saw Council’s resources and expertise called upon to assist during and after the Adelaide Hills and Kangaroo Island fires.
More than 20 councils across the State were involved in response to the bushfire crisis through the Local Government Function Support Group. Several Playford staff members spent time on Kangaroo Island establishing fire breaks and coordinating ground crews that were clearing and repairing roads.
In addition to supporting these other Councils in their time of need, Playford staff learnt valuable lessons that will enhance our own emergency preparedness and response activities moving forward.”
Annual Report 2019/20 │19
20 │Annual Report 2019/20
Annual Report 2019/20 │21
SMART LIVING
The Smart Living Program is about Council playing its part to make the city more liveable and more connected. This means that as our older suburbs age and our population and urban footprint expand, we will find innovative ways to renew and future proof the liveability of our neighbourhoods. This also means ensuring that our community has access to smart technologies that further add to their quality of life. Outcomes Smart development and urban renewal Enhanced city presentation, community pride and reputation Liveable neighbourhoods
Services and Projects
Development Services Road Safety Audits
Traffic Management Program – Road Stormwater Network Upgrade Program Angle Vale Community Sports Centre – Stebonheath Road Upgrade Stage 5 City-wide Stormwater Management Rural Road Sealing Program Planning Disability Discrimination Act (DDA) Sport and Recreation Minor Works Program Deed Delivery and Infrastructure Design Stormwater Infrastructure Deed – Angle
for Playford Growth Area Vale North Growth Area – Chivell Road3 Stormwater Infrastructure Deed – Angle Greater Edinburgh Parks Stormwater Vale South Growth Area – Broadacres Trunk Outfall4 Drive Traffic Infrastructure Deed – Angle Vale Kalara Reserve Floodlights Growth Area – Heaslip Road Upgrade5
Playford Alive Virginia Main Street Upgrade
Completed Commenced Ongoing Service Deferred
3 The progress of this project was delayed due to a change in the timing of adjacent land divisions and the need to re- negotiate arrangements with the private parties involved. Instead, it is expected to commence in 2020/21. 4 The original intent of this project was to facilitate the development of the Greater Edinburgh Parks employment lands via construction of a coastal outfall for stormwater management purposes. The budget was allocated to allow Council to submit two funding applications to the Federal Government’s Building Better Regions Fund and one application to the Federal Government Regional Growth Fund. The funding applications were submitted in partnership with the City of Salisbury. Unfortunately all three applications were unsuccessful which caused the project not to proceed and required Council to revisit its approach to GEP development in the short term. The new approach involves Council preparing a GEP Masterplan which will investigate options to rezone and develop smaller portions of land that don’t rely on the construction of the trunk outfall. The Draft GEP/St Kilda Stomwater Management Plan does however recommend a trunk outfall in the long term. 5 This road upgrade from Angle Vale Road to Woodbridge Road has been deferred due to delays on a related SA Water project that will involve the installation of a major trunk sewer main along the same stretch of road. It is vital that the design and installation of these two projects are coordinated, and the road upgrade is now expected to commence in 2020/21.
22 │Annual Report 2019/20
The Smart Living Program is important for the support of the ongoing development and renewal cycle of the city, to improve the presentation and community pride in these areas. It is also key to securing the social, environmental and economic future of the city.
We need to ensure that our residential growth and renewal provide the liveable neighbourhoods and urban amenity required for a growing population.
In the last few years Council has allocated millions of dollars across the city to new and/or improved infrastructure such as road and traffic upgrades, stormwater management, sporting facilities, footpaths, and parks and reserves. We continue to work proactively with developers to set solid foundations for the orderly expansion of our residential growth areas into the future.
Virginia Main Street disruption to the community Reserve, allowing the reserve and improving the quality of to be utilised to its full This work involves the the finished streetscape. Late capacity and enabling clubs, upgrade of the walking and in the financial year, SA including the Andrews Farm cycling paths, stormwater Power Networks commenced Soccer Club, to grow their infrastructure, street trees, its powerline undergrounding activities during the winter street furniture and project along this street, so season. pedestrian crossings along that this can be completed the Virginia main street prior to Council’s ‘above Angle Vale Community between Virginia Oval and ground’ upgrades starting in Sports Centre the Sheedy/Penfield Roads late 2020. Discussions are Extensive planning work has intersection. In August and continuing with SA Water to been completed for Stage 5 September 2019, the first coordinate a potential of the Angle Vale Community phase of community sewerage project in the area. engagement was undertaken Sports Centre. Featuring to gather input into the This project is an example of close engagement with the concept design for the Council successfully sporting clubs located at the upgrade of Virginia Main leveraging significant external Centre, this early work has Street. Early in 2020, a funding to reduce the cost of resulted in Council securing follow-up round of the project to our community. $590,000 of SA Government consultation took place and Of the overall project budget funding and deciding to from there Council endorsed of $8.9M, $2.5M is being progress with construction in the design ready for detailed contributed by Council, with 2020/21. Stage 5 will include planning. the remaining $6.4M being construction of a junior oval, funded by SA Power conversion of the junior pitch At the same time, Council Networks and the SA and to a senior pitch, an staff has been liaising with Australian Governments. additional junior pitch, SA Power Networks and SA floodlighting and additional Water to coordinate their Kalara Reserve car parking. works along this stretch of Floodlighting was installed at road, minimising the overall Stebonheath Road the district-level Kalara An upgrade of Stebonheath Road south of Curtis Road commenced and is due for completion early in 2020/21. This will see an additional shared use path, lighting, indented car parking bays and new road pavement constructed.
Annual Report 2019/20 │23
Stormwater redevelopment of Webster commenced on two key Street Reserve, Davoren priority projects involving Draft Stormwater Park also took place. stormwater infrastructure Management Plans (SMPs) along Chivell Road and were completed for the Playford Growth Areas Broadacres Drive in Angle remaining two of the city’s Infrastructure Vale. three catchments. This intensive work, undertaken in The Playford Growth Areas With the Infrastructure Deeds conjunction with our project resulted in the already in place for traffic and neighbouring Councils and rezoning of land in Virginia, social infrastructure for the the SA Government, will Angle Vale and Playford Playford Growth Areas, early provide a comprehensive North Extension. Council, the planning and coordination program of works necessary SA Government and with the SA Government has to facilitate city growth, landowners entered into progressed around the enhance the environment infrastructure deeds for upgrade of Heaslip Road in and reduce the risk of funding of roads and Angle Vale. flooding. Community community facilities, as well The growth planning Council engagement on the draft as interim deeds for has undertaken over previous plans is scheduled for stormwater infrastructure. years also positioned us to 2020/21. To finalise the stormwater realise a major opportunity in Playford Alive deeds, Council is required to relation to the SA undertake detailed Government’s new birth to The Playford Alive Urban investigations to devise Year 12 school in Angle Vale. Renewal Project continued to appropriate flood mitigation Council was able to work deliver public realm works in strategies for the Playford positively with the SA association with Renewal Growth Areas. Extensive Government and secure SA’s staged development investigations and planning access for the broader works, this year including have taken place over recent community to some of the verge works along years, and continued in school’s facilities. Joint use Featherstone Road and 2019/20. This will culminate arrangements like this reduce Tudor Crescent, Smithfield in Stormwater Management costs for all parties and also Plains. The Crittenden Road Plans and Infrastructure create community hubs in crossing was completed, Deeds, ensuring appropriate local suburbs. providing a connection stormwater infrastructure, between Andrews Farm and funded equitably between Infrastructure Deeds Smithfield Plans and relevant stakeholders, is The Playford Growth Areas improving community access provided across the growth project resulted in the to local services. The areas. Planning has also rezoning of land in Virginia, Angle Vale and Playford North Extension. Council, the SA Government and landowners entered into infrastructure deeds for funding of roads, community facilities (social) and stormwater infrastructure. The infrastructure deeds require Council to report on an annual basis the funds raised within the growth
Webster Reserve redevelopment
24 │Annual Report 2019/20
areas and any expenditure of March 2015, Council final Stormwater Deeds. In the funds. resolved to fund and 2019/20 there was $192,804 The stormwater infrastructure administer these detailed of expenditure associated deeds were interim only, with investigations and recoup the with these stormwater further detailed investigations associated costs over time investigations. required to finalise them. In from relevant landowners via an agreement included in the
2019/20 Balance of Funds Growth Area Deeds – Social Infrastructure Receipts/(Expenditure) received/(expended) Virginia $15,669 $93,958
Angle Vale $102,515 $290,648
Playford North Extension $33,638 $93,752
Total Social Contributions Received $151,822 $478,358
Total Social Deed Expenditure $Nil $Nil
Total Social Deeds Reserve Balance $478,358
Growth Area Deeds – Stormwater 2019/20 Balance of Funds Infrastructure Receipts/(Expenditure) received/(expended) Virginia $Nil $Nil
Angle Vale $Nil $Nil
Playford North Extension $Nil $Nil
Total Stormwater Contributions Received $Nil $Nil
Total Stormwater Deed Expenditure $(192,804) $(578,601)
Total Stormwater Deeds Reserve Balance $(578,601)
Annual Report 2019/20 │25
SMART JOBS AND EDUCATION
The Smart Jobs and Education Program is about Council leading by example and advocating to other organisations to support the diversification of our local economy and improve the employment prospects of our community. This includes providing the right environment for investment and business attraction, and connecting our community with the right skills and education it needs to play its part in the transitioning economy.
Outcomes Growth and diversification of local jobs matched with relevant education and training Commercial and industrial growth Sustainable economic transformation International market connections
Services and Projects
Business Support and Industry Development
Hortex Partnership
Completed Commenced Ongoing Service Deferred
The Smart Jobs and Education Program is important as employment is one of the lead indicators of an individual’s and a community’s overall wellbeing.
We need to ensure that our local workers have the right training and skills to take advantage of the growth of jobs in new industries such as advanced manufacturing, horticulture and food production and health, as well as transport, logistics and other industry sectors.
By making the most of our comparative advantages and building on our current assets and skills we can contribute to a sustainable economic transformation and ongoing prosperity for current and future generations.
Over the last few years Council has had an increased focus on direct actions that can improve training and employment opportunities in the Playford area.
The Stretton Centre has continued its work providing support for local business growth and diversification. There has been focussed engagement with the horticulture sector and potential overseas markets as well as strong advocacy to resolve regional stormwater management challenges, protect existing local enterprises and open up employment opportunities for the future.
26 │Annual Report 2019/20
Stretton Centre Plan, developed in Through the Gawler River conjunction with a broad Floodplain Management The Stretton Centre is a range of stakeholders. It will Authority (GRFMA), Council regional hub where help to drive change in the works with the other Councils entrepreneurs, industry, local region. Further to that, along the river to address government, creatives and work has commenced on relevant issues. The other thinkers come together to waste management GRFMA members include create positive economic and approaches within the sector, Adelaide Hills Council, social outcomes for northern including a regional circular Adelaide Plains Council, The Adelaide. This is achieved economy model. Barossa Council, the Town of through collaboration, Gawler and Light Regional innovation, economic Supporting our Council. A current key development, advocacy, Horticulture and Value- priority is advocacy for research, workforce training Adding Sector partnership funding to deliver and development. the Northern Floodway In April, the Value Adding project. This project will Northern Adelaide (Virginia) Development Plan address the recurring Amendment was approved, Plains Food Cluster flooding issues in the lower enabling a significant The aim of the Northern reaches of the river and expansion of the Mitolo Adelaide Plains Food Cluster protect our critical Group’s potato and onion (NAPFC) is to improve the horticultural production areas processing facilities at Angle regional profile and support from inundation. Current Vale Road, Virginia. The growth of local businesses, estimates cost this work in redevelopment of the site is increasing profitability and the order of $30-40M. expected to cost the sustainability. The Stretton Playford is taking an active company in the order of Centre continued its strong role in progressing this issue, $50M and once complete will support of this collaboration and recently committed staff assist the broader throughout 2019/20. resources to assist GRFMA horticultural region by to develop a Stormwater encouraging increased This year saw the release of Management Plan for the production and employment the NAPFC’s Collaborative river, which will be key to opportunities.
Business Training and Grant Information Sessions A range of programs and events supporting local job creation in Northern Adelaide were held at the Stretton Centre and online during the year: Stretton Connect NDIS Business Support Program Pilot SA Export Accelerator Grant Information Session Disability Industry Forum: How can we shape the local disability workforce? How to protect your Intellectual Property Stretton Centre's Horticulture and Ag Tech Meetup Disability Workforce Forum: How traineeships can work for your business Navigating the Government Stimulus Packages Tax Benefits for Working from Home How to Create Video for Business Series
Annual Report 2019/20 │27
successfully attracting SA response to the SA offering it at a northern and Australian government Government’s public location it removed a contributions to the project. consultation on the new significant barrier for local Planning and Design Code, students who would Greater Edinburgh Council strongly advocated otherwise have long journeys Parks Employment for the introduction of on public transport to reach Lands Infrastructure Schemes, the southern Adelaide which would be instrumental campus. While COVID-19 Council remains active in in moving this issue forward. impacts meant the course advocating for key had to transition to an online infrastructure to open up Flinders University mode, it is anticipated the these employment lands for Foundation Studies face-to-face offering will significant industrial reconvene once safe to do development - in turn, This year, for the first time, so. ultimately supporting the high school leavers and creation of local jobs for local individuals seeking a career The program is free to people. change were able to access eligible applicants, with no Flinders University’s prerequisites and successful Co-ordination of sufficient foundation studies program graduates are guaranteed funding to deliver stormwater from the Stretton Centre. entry into a selection of drainage infrastructure is a Flinders Foundation Studies undergraduate courses at critical barrier to expansion of is one of their most popular Flinders University. this area - in particular a pathways to university. By trunk outfall to the coast. In
28 │Annual Report 2019/20
SMART CBD
The Smart CBD Program relates to Council’s long-term strategy for the redevelopment and expansion of the Elizabeth Regional Centre. In the longer term Elizabeth can expect to be home to a number of facilities and services such as hospitals, specialist health services, a university, major art gallery, significant retail services, medium to high-density commercial offices, peak business organisations, the head office for various businesses and high-density housing in the form of multi- storey apartments.
Outcomes Expanded range of local services Growth and diversification of local jobs in the CBD Greater housing choice Increased social connections Commercial growth
Services and Projects
Creative Industries Precinct
Fremont Park – Changing Places
Fremont Park Stage 2
Fremont Park Stage 3 Detailed Design
Grenville Hub
Completed Commenced Ongoing Service Deferred
The redevelopment of our CBD is an important project for the City of Playford as we look to provide an expanded range of services to support our growing community, create a greater sense of vibrancy and increased external investment in our city. Key elements of this work have continued throughout 2019/20.
Annual Report 2019/20 │29
Grenville Hub Fremont Park Since 1982, the Grenville As Playford’s premier open Hub has provided a venue for space, Fremont Park is an activities and social important asset for the whole interaction, support services of our city as well as and advice, healthy neighbouring communities. affordable meals and a Being located adjacent to the welcoming community CBD Stage 1 development environment for our over 50s site, it is also an important community. attractor for investment into the future. The $2M Stage 2 This year, construction upgrade of Fremont Park was commenced on a new almost completed during purpose-built centre designed 2019/20, inclusive of a new to meet the evolving needs of all-abilities play space, picnic the Grenville community. The areas, barbeques, park new building, to be located at furniture, shelters, entry plaza the top of Prince George and full-size basketball court. Plaza, next to the Playford The adventure play space Civic Centre, will be a great includes equipment for all improvement on the old site, ages with a flying fox, nature providing an extra 40 per Fremont Park Stage 2 construction play area, musical progress cent floor space with flexibility instruments and climbing for both current and potential equipment. The all-abilities future uses. play space features the first Prince George Plaza The anticipated completion Communication Board in Retail date for construction is Playford, which helps make November 2020. communication accessible for Two new dining offerings those who are non-verbal. opened this year – the first Planning for Stage 3 of the retail tenants located at upgrade is now underway. Prince George Plaza. The two retail sites were Changing Places constructed by Council and Delivery of a purpose-built are now home to Fasta Pasta adult change facility also and Delicia. These are an commenced, with completion important part of bringing the affected by COVID-19 CBD to life, as well as interstate freight restrictions. providing both construction The facility will provide and ongoing employment suitable amenities for people opportunities in our who cannot use standard community. accessible toilets, including a Hotel Development peninsular toilet, hoist system and adult change table. A private developer
Grenville Hub construction progress progressed its plans for the design and construction of the new 4.5 star, multi-storey hotel which will be the centrepiece of the CBD by submitting certified building documentation with Council.
30 │Annual Report 2019/20
The hotel will feature more College students to expose NSS and their presence than 200 rooms, a rooftop them to innovative digital skill further enhances the bar, in-house ground level development. The project educational aspects of the restaurants, fitness and day achieved 100% student centre. spa facilities. retention, which is an The community will benefit from the ongoing economic benefit the hotel will bring to the local community, regional commerce and tourism. Creative Industries Precinct Based out of Council’s Northern Sound System (NSS), the Creative Industries project aims to offer a range of training opportunities in creative industry courses, working Creative industries precinct at Northern Sound System alongside industry professionals to ensure that outstanding result in A Creative Industries Co young people gain relevant comparison to local school Work space was created industry training, live work attendance and engagement within NSS, allowing for other placement and build data. The eight students each creative industries significant employment achieved the associated businesses and organisations networks. South Australian Certificate to co-locate at the centre and of Education (SACE) credits. foster further opportunities for The collaborative Visual local young people. The A partnership was also Effects (VFX) pilot continued space was ready for established with Elizabeth until November 2019. It occupants from March 2020, Academy of Music (EAM) this involved bringing together the however their arrival has year, a registered training international visual effects been delayed by the centre’s organisation. EAM have company, Technicolor closure from March due to taken up space within the Academy, and Mark Oliphant COVID-19 impacts.
Annual Report 2019/20 │31
SMART SPORT
Council has a long-term vision to create the Playford Sports Precinct, a 50-hectare development adjacent to the Elizabeth Regional Centre providing local community, state and national-level sports facilities. The Smart Sport Program is about creating a focus on healthy communities and promoting greater participation in sport and physical activity. It will also support the renewal of adjoining suburbs.
Outcomes Enhanced community pride and reputation Healthy and socially connected community Access to elite sporting facilities
The Smart Sport Program is an important way in which we can shine the light on Playford through high level sport and high quality sports facilities. It has the ability to change perceptions about the north and our city, leading to enhanced community pride and improved reputation and profile.
Sports facilities support the existence of a healthy and socially connected community by encouraging interactions through playing and watching sport. The provision of elite sporting facilities also inspires our young people to pursue sport as an avenue towards success.
With the Adelaide United Football Club setting up its official training base on Ridley Reserve in 2015, and more recently the development of the Playford Tennis Centre and Playford Bowling Club, our city’s sporting culture has grown significantly over recent years.
The new, state-of-the art facilities in the Sports Precinct are attracting high-level sporting tournaments and bringing external investment and spending to our city, as well as providing locals with entry level opportunities in sport and fitness, and pathways for aspiring athletes to compete at elite levels.
Work has also taken place at other sporting venues across the city, providing improved facilities or access to sport and passive recreation.
32 │Annual Report 2019/20
Playford Tennis Centre outstanding event’ awards by Playford International College both Tennis SA and Tennis and the City of Playford. The In late October, the Playford Australia. tournament saw seven Tennis Centre again hosted northern suburbs schools Local residents continue to the Playford Tennis participate, being cheered on take advantage of the high- International incorporating by a number of Adelaide United players. Various activities including barbeque, music by the Northern Sound System, foot darts and foot snooker made for a fun-filled day. The event was also supported by Chobani and the Zorich Group, and Headspace was there to raise awareness about Playford Tennis International tournament Men’s Singles final match mental health. Aquadome Open Day the Men’s Association of quality facilities on their This year saw BlueFit take Tennis Professionals (ATP) doorstep, leading to improved over the management of the Challenger and Women’s health and fitness outcomes. Aquadome and in October International Tennis A number of teams now they held a free community Federation (ITF) Futures make the facility their home open day with activities such events, attracting players and weeknight social as inflatables, waterslides from around the world, competitions are very well and music by the Northern allowing local people access attended. Sound System. A special to international sport and Playford United highlight was a guest showcasing Playford to the appearance by Ian Thorpe, wider community. Fantastic Invitational Soccer five time Olympic Gold feedback was received from Tournament medallist, and Adelaide players, tourism operators In September, Ridley United and Tennis Gear and attendees, and local Reserve again hosted the (Playford Tennis Centre shops benefited from Playford Invitational Soccer managers) representatives increased trade and foot Tournament for local high also attended and ran traffic during the tournament. school students. The annual activities. The event was later event is a collaboration recognised with ‘most between Adelaide United,
Annual Report 2019/20 │33
SMART HEALTH
In the longer term, the City of Playford will see the expansion of the area around the Lyell McEwin Hospital into a key precinct featuring tertiary training, research, allied health facilities and residential accommodation, serving the needs of not only northern Adelaide, but regional areas beyond. The Health Precinct will have potential links to advanced manufacturing in assistive devices in health, aged and disability. The Smart Health Program is about Council raising the profile and amenity of the precinct and facilitating new investment.
Outcomes Access to quality, local health services Increased employment opportunities in health, disability and aged sectors
Services and Projects
Health Precinct Strategic Investigations
Completed Commenced Ongoing Service Deferred
The Smart Health Program is important to ensure our growing and evolving community has access to quality, local health services. The health, disability and aged sectors are predicted to experience significant jobs growth so it is important that we are able to capitalise on this to create employment opportunities for our community, while at the same time meet the health needs of our community.
Council has a history of working closely with the SA Government and other stakeholders to realise the best possible local health services and outcomes from the Lyell McEwin Hospital and other providers in the Health Precinct. In recent times Council has taken significant steps to facilitate the longer term expansion of the Precinct, readying surplus land for potential developers and investors.
Supporting expansion This will not only deliver private hospital, which would of health services health benefits for the provide a broad range of Playford community but will opportunities for local and In April, the Playford Health improve services for the regional businesses and the Precinct Development Plan northern metropolitan area, community. Amendment was approved. and the greater northern This change in land use region of South Australia as Attracting Private planning rules will further well. Investment and support the role of the Lyell Services McEwin Hospital by opening The City of Playford is up additional land for the promoting the development Council continues to development of health of land in the precinct for key investigate opportunities to facilities, mixed use facilities such as a university attract external investment to development and housing. campus, research and the Precinct to utilise other development facilities, and a available land in line with the
34 │Annual Report 2019/20
Lyell McEwin Health Precinct Centre site. Stage One will Health Precinct into one Bus Masterplan. comprise a seven storey Super Stop along Haydown building with six levels of car Road (54B Westside). This ACH Group is progressing parking and ground floor will significantly improve the with plans to develop a new retail. The SA Government overall level of passenger purpose-built aged care has entered a lease to comfort, safety and security facility for residents with dedicate 250 of the new car while waiting for buses dementia. park spaces for hospital staff. between services. Following on from Council’s Stage Two will be a three Construction was delayed earlier 2013 rezoning within storey medical centre with when it was recognised that a the Health Precinct, in March ground floor retail. better result could be achieved by renewing some 2020 private developers were Bus Super Stop granted approval for the first adjacent infrastructure at the two stages of the Council has progressed plans same time. Construction is redevelopment of the to consolidate various bus now due to be completed by Elizabeth Vale Shopping stops in the vicinity of the the end of September 2020.
Annual Report 2019/20 │35
CAPITAL WORKS
Asset Management Plan 2019/20 Overview Council’s capital budget of $44.21 million included $21.48 million allocated to the Asset Management Plan (AMP). Council’s goal in managing assets is to meet the required level of service in the most cost effective manner for the present and future community by replacing assets when they reach the end of their useful life.
A summary of the 2019/20 community infrastructure renewals, including stormwater, buildings, footpath and transport assets, is listed below. Stormwater Infrastructure $662,000 of stormwater asset renewals completed or initiated at the following sites: Alexander Avenue, Evanston Park – ongoing project Ashfield Road, Elizabeth Grove Bagot Road, Elizabeth South Baker Road, Virginia – ongoing project Bellchambers Road, Edinburgh North – ongoing project Butler Street, Elizabeth Park Campbell Road, Elizabeth Downs – ongoing project Chowilla Court, Craigmore Conmurra Court, Craigmore Cornishmans Hill Road, One Tree Hill – ongoing project Edgecombe Road, Davoren Park – ongoing project Fordingbridge Road, Davoren Park Frisby Road, Angle Vale – ongoing project Gunther Street, Elizabeth Grove Haldane Street, Elizabeth Downs Jarvis Road, Elizabeth South Myall Avenue, Munno Para – ongoing project Petherton Road, Davoren Park – ongoing project Pix Road, Davoren Park – ongoing project Shillabeer Road, Elizabeth Park Whitington Road, Davoren Park – ongoing project
Parks and Recreation $1.3M of open space infrastructure renewal works completed at the following sites: Angle Vale Primary School, Angle Vale – irrigation Argana Park, Elizabeth Downs – shelter referred for maintenance instead of replacement Argyle Reserve, Hillbank – bench deferred pending further investigation into service Broster Drainage Reserve, Angle Vale - benches California Reserve, Craigmore - bin Central Districts Oval, Elizabeth – bins and fencing
36 │Annual Report 2019/20
Chardonnay Reserve, Angle Vale - bench Davey Street Reserve, Elizabeth Park - bench Duncan Anderson and Mofflin Reserves, Elizabeth Vale - bins Dwight Reserve, Elizabeth Park – bins and bench Elizabeth South Station, Edinburgh - bin Filsoll Crescent Reserve, Elizabeth Downs – bench and bin Holyoake Court East Reserve, Hillbank – bench deferred pending further investigation into service Jo Gapper Park, Hillbank - bin Karri Reserve, Munno Para – playground and picnic table Marena Reserve, Craigmore – benches and bin Northern Sound System Skate Park, Elizabeth – bins and bike repair station Olive Grove, Elizabeth Park – bench Perre Reserve, Craigmore - bin Playford Gardens, Elizabeth – bin and picnic tables Ramsay Park, Edinburgh North – benches and coaches box Ridley Reserve Soccer Oval, Elizabeth – irrigation, sprinkler system, and irrigation control Smithfield Oval, Smithfield – scoreboard and bollard fence Stratton Reserve/Dwight, Elizabeth Park – shelter disposed of due to sporting teams no longer requiring service Town Park, Munno Para – bins and bike repair station
Karri Reserve, Munno Para – playground and picnic table
Annual Report 2019/20 │37
Buildings Building renewals totalling $2.3M completed or initiated at the following sites: Aquadome, Elizabeth – replacement solar, vinyl floor, gas metering consolidation and pool deck fans. Electric heat pumps renewal is still in progress. Energy management system renewal deferred due to the identification of co-dependent pump and filtration renewals in the 2020/21 financial year. Playford Operations Centre – replacement of closed-circuit television (CCTV) and Civil Works Coordinator office. Wash down bay renewal is still in progress. Spruance Hall – Internal fit out is almost complete. Civic Centre / Shedley Theatre – replacement carpet, stage flooring, stairs, curtains, rigging, lighting, audio visual and dressing rooms. Virginia Oval, Virginia – replacement gym shed and equipment.
Footpaths and Transport The 2019/20 Asset Management Plan (AMP) set out to replace approximately 18km of footpath, 26km of road and 1km of kerb. As of June 30th 2020 over 20km of renewed footpath was constructed throughout the city. Road renewal will see just under 26km of road and 500m of kerbing delivered as a result of the 2019/20 AMP project. Due to the size and complexity of some of these projects there is a small number that will be carried over to be completed in the 2020/21 financial year.
Robert Road resurfacing in Penfield
38 │Annual Report 2019/20
Below is a summary of the volume of footpath and transport assets categorised by suburb:
Andrews Farm - Webster Street (reserve path) - Kinkaid Road footpath renewal - 80m of renewed kerb renewed in conjunction with deferred to financial year - East Parkway road resurface the Playford Alive Webster 2020/21. deferred due to bridge Reserve Upgrade. Elizabeth Grove investigation and design. - Ward Street footpath renewal - 0.4km of road resealed deferred due to adjacent - 447m of footpath renewed Blakeview development. - 640m² of carpark renewed on Elizabeth North Blakeview Blvd. Elizabeth - 1472m of footpath renewed - 642m of footpath renewed. - 1.6km of road resealed - Woodford Road kerbing - Bentley Road parking bay - 325m of footpath renewed renewal deferred to align with deferred as condition on - Langford Drive footpath works in the 2020/21 financial inspection was deemed renewal deferred to align with year. acceptable. planned upgrade works. - Whiting Court footpath renewal - Main Terrace road resurface deferred due to adjacent deferred due to adjacent Elizabeth Downs development. development. - 0.08km of road resealed - Knightsbridge Court was - 4193m of footpath renewed Elizabeth Park incorrectly selected for - Douglas Street footpath not - 0.6km of road resealed footpath replacement in the renewed as it underwent - 441m of footpath renewed 19/20 Capital Works program maintenance improvements. - Shillabeer Road alleyway and therefore was not renewal deferred to align with completed. Dayman Street alleyway Elizabeth East renewal. - 0.9km of road resealed Craigmore - Sullivan Road deferred to - 2427m of footpath renewed - 0.2km of road resealed 2020/21 financial year. - 0.2km of Midway Road added - 1060m of footpath renewed to the plan - Turner Drive deferred to align - Northampton Cres road Elizabeth South with a section of the same - 0.3km of road resealed resurface deferred as road due for renewal in - 113m of footpath renewed inspection deemed the road financial year 2020/21. - Hill Street footpath renewal condition acceptable. - Mander Crescent footpath deferred to align with other - Bellinger Road footpath renewal deferred to align with works in the 2020/21 financial renewal cancelled as condition planned upgrade works. year. improved via maintenance - Thompson Street footpath intervention. Davoren Park deferred to align with other - Spruance Road alleyway - 1.4km of road resealed works in 2020/21 financial footpath renewal cancelled - 3.3m of renewed kerb year. due to closure of the alleyway. - 11,740m² of carpark renewed - Holcomb Street footpath at Playford Operations Centre renewal deferred to align with Elizabeth Vale - 6550m of footpath renewed - 0.4km of road resealed surrounding renewals after the - Edgecombe Road resurface - 23m of kerb replaced cancellation of Spruance Road deferred due to adjacent - 662m of footpath renewal alleyway. development of Stebonheath - Hornet Crescent footpath Road. renewal deferred to align with - Studley Street footpath the remaining sections in the renewal deferred to align with 2020/21 financial year. the remaining sections of Studley.
Annual Report 2019/20 │39
Hillbank Munno Para Downs - Smith Creek footpath renewal - Blight Crescent footpath - 2.3km of road resealed deferred to align with the renewal deferred as closer remaining sections of Smith inspection found the existing Munno Para West Creek path in acceptable condition. - 0.2km of road resealed - Jo Gapper Reserve footpath Smithfield Plains renewal deferred as closer One Tree Hill - 1.45km of road resealed inspection showed the condition - 0.9km of road resealed - 1058m of footpath renewed is fair. - Uleybury Museum carpark - Playford Worklink car park deferred for pavement design resurface deferred pending Humbug Scrub investigation. further investigation. - 1.9km of road resealed - Barker Crescent footpath Penfield renewal cancelled as closer MacDonald Park - 1km of Robert Road inspection deemed the path in - 0.3km of road resealed resurfacing completed with acceptable condition. 4.8km still in progress. - Buchanan Road footpath Munno Para renewal deferred due to - 65m of footpath renewed Sampson Flat nearby development. - Curtis Road surface renewal - One Tree Hill Road resurface - Peachey Road footpath deferred due to potential deferred due to pavement renewal deferred to align with handover to Department for investigation and design work the remaining sections of Infrastructure and Transport. required. Smith Creek - Newton Blvd road resurface deferred due to adjacent Smithfield Waterloo Corner development - 0.8km of resealed road - 5km of road resealed - Peachey Road resurface - 1265m of footpath renewed cancelled as development - Anderson Walk footpath Virginia included the renewal of the road. renewal deferred to align with - 1.45km of Baker Road surface - Myall Avenue footpath renewal Smith Creek Trail works in renewal is still in progress deferred due to improved 2020/21 financial year. - Gawler Road resurface condition via maintenance - Rose Street footpath renewal deferred due to pavement intervention. deferred to align with the investigation works required. remaining sections of Smith
Creek.
40 │Annual Report 2019/20
MEASURING OUR PERFORMANCE
Council undertakes an annual Resident Satisfaction Survey (RSS) to better understand the views of our community in order to meet its needs and aspirations for a prosperous, liveable and happy city. The 2020 survey was undertaken in July 2020 with a sample of 606 residents interviewed across the five Council wards. It sought to examine community attitudes and perceptions towards current and future services provided by Council and explored the community’s responses to the service areas as outlined below:
Resident Satisfaction Service Standard Score Outcome Measure 2020 Business Support and Industry Development 3.68 Club and Sporting Governance 3.96 Community Development* 3.62 Community Inclusion 3.89 Community Venues 4.11 Customer Contact 3.89 Development Services 3.59 Environmental Health 3.96 Environmental Sustainability 3.90 Events Management 4.11 Graffiti Operations 3.70 Health Initiatives and Playford Community Food Cooperatives 3.99 Illegal Dumping 3.24 Immunisation Service 4.33 Kerbside Waste* 4.31 Library Service 4.39 Parks and Reserves* 3.97 Rapid Response 3.85 Regulatory Services 3.68 Rural Streetscape 3.20 Sportsfield Maintenance 4.17 Stormwater Network 3.58 Tree Services 3.52
Urban Streetscape Maintenance** 3.25 Volunteer Strategy and Development 3.95
*Average RSS Score from two questions relating to the service activities **Average RSS Score from six questions relating to the service activities
Annual Report 2019/20 │41
Key of Rating Bands
Interpreting the Mean Score (1 – 5)
Very low Moderately high 1.99 or lower 3.60 – 3.89 importance/satisfaction importance/satisfaction
Low High 2.00 – 2.49 3.90 - 4.19 importance/satisfaction importance/satisfaction
Moderately low Very high 2.50 – 2.99 4.20 – 4.49 importance/satisfaction importance/satisfaction
Moderate Extremely high 3.00 – 3.59 4.50 + importance/satisfaction importance/satisfaction
Residents’ Overall Satisfaction with Council Residents expressed a high degree of satisfaction with the performance of the City of Playford, with 94% of residents at least ‘somewhat satisfied’ with Council overall. The results have remained steady with the 2019 research and above Local Government Association (LGA) benchmarks normative data. Council has been undertaking this survey for a number of years and the graph below illustrates 71% for overall satisfaction with the City of Playford and a rating of 3.64 out of 5.
Overall Satisfaction Score as a Percentage 100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0% 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009 2007 2005 2004 2003 2002 2001 Scale: 1 = not at all satisfied, 5 = very satisfied ▲▼ = significantly higher/lower level of satisfaction (by year)
42 │Annual Report 2019/20
Key Performance Measures Key organisational performance measures (continuous measures) are set by Council to monitor our achievements over time and the 2019/20 result is compared to the 2019/20 target in the table below. One result, Continuous Improvement, fell below target this year. During community engagement for the development of our new Strategic Plan, this issue was also highlighted. Initiatives to address this have been included in the draft Strategic Plan (currently out for consultation), and it is expected that this measure should be back on target in the coming years.
Indicator Measure 2019/20 Target 2019/20 Result Comments
Overall Council Overall customer satisfaction with the City 3.00-3.59 3.64 Exceeded target Satisfaction of Playford as an organisation City-wide Customer satisfaction with level of 3.50 3.58 Exceeded target Presentation1 appearance of public realms Satisfaction rating with the level of Customer Service2 3.60-3.89 3.88 Within target range organisation wide customer service Satisfaction rating with Council being Accountability open and accountable to the community 3.00-3.59 3.24 Within target range in its operations Satisfaction rating with how Council Community invites community participation in 3.00-3.59 3.21 Within target range Engagement decision-making Customer rating for how Council plans for Managing Growth 3.00-3.59 3.54 Within target range the future
Continuous Customer satisfaction with value for 3.00-3.59 2.90 Below target Improvement money for rates paid3
1. This measure of the appearance of public realms aggregates seven (7) customer satisfaction measures including: maintenance of parks, gardens and playgrounds, effectiveness of graffiti and vandalism control, general appearance of the city, verge maintenance, cleanliness of streets, maintenance of roads and footpaths. 2. Customer service refers to the way Council deals with, takes care of and responds to its customers. 3. Value for money refers to the value residents believe they get from their rates or fees for services
The results for 2020 comparative to the previous ten years are outlined in the table below.
Indicator Measure 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010
Overall Overall customer satisfaction Council with the City of Playford as an 3.64 3.72 3.81 3.68 3.76 3.57 3.35 3.50 3.50 3.60 3.65 Satisfaction organisation Customer satisfaction with City-wide level of appearance of public 3.58 3.61 3.67 3.56 3.64 3.57 3.50 3.45 3.45 3.35 N/A Presentation1 realms Satisfaction rating with the Customer level of organisation wide 3.88 3.89 4.18 3.83 3.95 3.76 3.90 3.90 4.00 3.80 3.60 Service2 customer service Satisfaction rating with Council Accountability being open and accountable to 3.24 3.22 3.38 3.36 3.25 3.32 3.00 3.25 3.20 3.30 2.85 the community in its operations Satisfaction rating with how Community Council invites community 3.21 3.16 3.30 3.25 3.16 3.23 2.80 3.05 3.05 2.95 2.60 Engagement participation in decision- making Managing Customer rating for how 3.54 3.66 3.65 3.55 3.56 3.55 3.30 3.45 3.45 3.50 2.90 Growth Council plans for the future
Continuous Customer satisfaction with 2.90 2.97 3.11 2.98 2.94 3.00 2.60 2.85 2.65 2.80 2.85 Improvement value for money for rates paid3
1,2,3 - Refer table above
Annual Report 2019/20 │43
Key Drivers of Satisfaction The results in the following chart identify which services/facilities contribute most to overall satisfaction. These top 12 attributes account for just over 60% of the variation in overall satisfaction. While all 40 attributes are important, only a number of them are potentially significant drivers of the community’s overall satisfaction with Council.
Being open and accountable to the community 8.4% Council provides value for money for the rates paid 8.2% Communication on Council's strategies and plans 6.0% Planning for the future 5.8% Community input to Council decision making 5.5% Rapid response service 5.0% Condition of local streets 4.7% Representation by Elected Members 4.1% Condition of street kerbs 4.0% Access to community venues 3.3% Condition of footpaths 3.3% Removal of graffiti 3.0% 0% 5% 10% 15%
In the above graph ‘removal of graffiti’ contributes 3.0% towards overall satisfaction, while ‘being open and accountable to the community’ at 8.4% is a far stronger driver, contributing nearly three times as much to overall satisfaction with Council.
This annual Resident Satisfaction Survey fulfils our obligations under the Local Government Act 1999 to assess performance of Council against our objectives for the financial year. A full copy of the 2020 Resident Satisfaction Survey Results are available on our website at www.playford.sa.gov.au/council/council-documents/our-performance
44 │Annual Report 2019/20
FINANCIAL SNAPSHOT
2019/20 Performance
2019/20 Item Actual $M Operating income 106.7 Operating expenses 101.9 Operating result 4.8
The operating surplus for 2019/20 is $4.8M against a final adjusted budgeted surplus of $0.7M. This favourable result is mainly due to increased developer contributions and other income, employee cost savings and savings related to delays in capital projects.
Revenue was higher than 2018/19 by $2.3M due to Council receiving higher than anticipated reimbursements of $0.7M, other income (additional refunds and profit share) of $0.4M, rate revenue of $4M which was partially offset by a reduction in grant revenue.
Actual operating expenses have increased from 2018/19 by $2.6M. The increase in operating costs are mainly due to higher materials and contract costs at $0.8M, depreciation of $1.7M and loss from joint ventures $0.4M. The increase was partially offset by a reduction in finance costs.
Where Council’s money comes 2019/20 Revenue By Category from 3% The City of Playford received income of 16% $106.7M in 2019/20. The main sources of revenue were rates revenue (commercial and residential) of $82.1M and grants, 3% subsidies and contributions totalling $16.9M. 2% The balance of $7.7M was generated through statutory charges, user charges and other minor sources. The impact of COVID-19 resulted in lower user charges, penalties and fine revenue of approximately ($0.7M). 77%
Rates Revenue Statutory Charges User Charges Grants, Subsidiaries & Contributions Other Income
Annual Report 2019/20 │45
What Council’s money was spent 2019/20 Expenditure By Category on The City of Playford spent $101.9M on 20% delivering services in 2019/20. Operating expenses included employee and labour hire costs of $40.5M, materials, contracts 40% and general expenses of $35.2M, 5% depreciation of $20.7M and finance and other costs $5.5M. The impact of COVID-19 resulted in a reduction of approximately $0.2M in materials and contract costs.
35% Employee Costs Materials, Contracts and Other Expenses Finance & Other Costs Depreciation
Financial Sustainability Council includes its financial strategies, objectives and targets in a Long Term Financial Plan (LTFP). This plan has direct links to all Council strategic plans including the Asset Management Plan, Playford Community Vision 2043, Continuous Improvement and Annual Business Plan.
The 2019/20 LTFP shows that over the next 10 years Council will maintain a solid financial position with the 10 year average for all financial indicators being within the target range.
Financial 2019/20 Explanation Target Comments Indicator Actual
Operating Performance Indicator 5% 0%-10% Within target range. Surplus Ratio This ratio expresses Council’s operating result as a 5% when percentage of Council’s total adjusted for income prepayment of FAGs6.
Cash Flow Performance Indicator 136% Between Above target range. This ratio is from The cash generated each 90% and above target range due to the Operations year from operations 135% when 110% and effects of additional developer Ratio compared to the 10 year adjusted for not less contributions and funding for average requirements in the prepayment than 100% capital projects. These funds are Asset Management Plan. of FAGs over a committed to long term capital This ratio measures whether 10 year projects and thus this ratio will Council is generating enough period normalise over time. Delays in the cash from its operations to delivery of the Asset Management cover the replacement of Plan also contribute to the higher assets over time. ratio.
6 FAGs = Financial Assistance Grants
46 │Annual Report 2019/20
Financial 2019/20 Explanation Target Comments Indicator Actual
Asset Infrastructure Indicator 78% Between Below target range. Planned Renewal This ratio shows whether or 90% and capital expenditure delayed due to Funding Ratio not Council is replacing 110% and flow on impacts of COVID-19 and assets at the rate as required not less delays in other project milestones. in the Asset Management than 100% Some delayed works carried over Plan. over a 10 into 2020/21. year period
Net Financial Debt Indicator 140% 50%-160% Within target range Liabilities This ratio shows net financial Ratio liabilities as a percentage of Total Operating Income
Interest Debt Indicator 8% 3%-10% Within target range Expense This ratio shows how much Cover Ratio rate income is used to pay interest on borrowings.
Annual Report 2019/20 │47
YOUR COUNCIL
The City of Playford is divided into five wards, with a Mayor and 15 Councillors. Each ward is represented by three Councillors.
The ward boundaries endeavour to provide an equal number of electors represented by a Councillor.
48 │Annual Report 2019/20
Annual Report 2019/20 │49
Council Members and Representation
Council Number of Council Electors Rep. Quota Ward Quota Members Wards
Playford 16 62,301 3893 5 4153
Tea Tree Gully 13 73,372 5644 6 6114
Onkaparinga 13 125,741 9672 6 10,478
Salisbury 15 95,420 6361 7 6815
Marion 13 65,520 5040 6 5460
Charles Sturt 17 86,139 5067 8 5383
Port Adelaide Enfield 18 84,919 4717 7 4995
Adelaide 12 27,533 2294 3 2503
• Data Source: Local Government Association • Representation Quota = number of electors divided by number of Councillors and the Mayor • Ward Quota = number of electors divided by the number of Councillors representing wards • *Refer to www.ecsa.gov.au for ward quota structure information
The City of Playford last completed a representation review on 16 October 2017. The next period of review will be April 2024 to April 2025.
The public will be informed of the preparation of the representation options paper and invited to make written submissions when this occurs.
Council Member Allowances Council Members receive an allowance for discharging their official functions and duties as provided for under Section 76 of the Local Government Act 1999.
All Council Members have the option of being provided with technology to support the discharge of official functions and duties. Where a Council Member utilises their personal service provider(s), for the provision of internet and/or mobile phone services, reimbursement can be sought up to the value prescribed in the Elected Member Support Policy Guidelines. Pursuant to the Local Government Act 1999, Council Members may also seek reimbursement for travel and childcare expenses when undertaking Council business. The Mayor has access to a vehicle for Council business and civic duties and is also provided with office space and administrative support.
2019/20 2019/20 Council Member Council Member Allowance Allowance
Mayor Glenn Docherty $84,565 Cr Clint Marsh $21,141
Cr Akram Arifi $21,141 Cr Misty Norris $21,141
Cr Marilyn Baker $26,427 Cr Jane Onuzans $21,141
Cr Stephen Coppins $21,141 Cr Peter Rentoulis $26,427
Cr Andrew Craig $26,427 Cr Dennis Ryan $21,141
50 │Annual Report 2019/20
2019/20 2019/20 Council Member Council Member Allowance Allowance
Cr Veronica Gossink $21,141 Cr Gay Smallwood-Smith $26,427
Cr Shirley Halls $21,141 Cr Katrina Stroet $21,141
Cr David Kerrison $21,141 Cr Cathy-Jo Tame $21,141
Independent Member Sitting Fees Independent Members on the Corporate Governance Committee and Council Assessment Panel are paid a sitting fee for meetings they attend.
Meeting Chair Sitting Fee Member Sitting Fee
Corporate Governance Committee $594 $475
Council Assessment Panel $563 $450
Council and Committee Structure Council has established a number of statutory and non-statutory committees in order to assist with its decision-making. Statutory Committees: • Strategic Planning Committee • Council Assessment Panel7 • Corporate Governance Committee8
Non-Statutory Committees: • Services Committee • Chief Executive Officer Review Committee • Civic Events Committee
7. In 2019/20, The Council Assessment Panel made 17 decisions relating to planning and development. 8. In accordance with Section 126 of the Local Government Act 1999, the Corporate Governance Committee has also been appointed as the Audit Committee.
Annual Report 2019/20 │51
Council Meetings In 2019/20 Council met on 12 occasions with eight Special Council meetings held where a decision was required prior to the next Ordinary Council meeting.
Council Meeting Attendance
Attendance Attendance Attendance Attendance Special Special Council Council Council Member Council Council Member Council Meetings Meetings Meetings Meetings
Mayor Docherty 11/12 8/8 Cr Clint Marsh 12/12 6/8
Cr Akram Arifi 11/12 8/8 Cr Misty Norris 11/12 8/8
Cr Marilyn Baker 11/12 7/8 Cr Jane Onuzans 12/12 8/8
Cr Stephen Coppins 10/12 6/8 Cr Peter Rentoulis 11/12 8/8
Cr Andrew Craig 11/12 8/8 Cr Dennis Ryan 11/12 7/8
Cr Veronica Gossink 11/12 7/8 Cr Gay Smallwood-Smith 12/12 8/8
Cr Shirley Halls 11/12 8/8 Cr Katrina Stroet 12/12 8/8
Cr David Kerrison 11/12 8/8 Cr Cathy-Jo Tame 11/12 7/8
Informal Gatherings In 2019/20, 31 Informal Gatherings were held in accordance with Section 90(8)(b) of the Local Government Act 1999. Confidentiality As prescribed by the Local Government Act 1999, matters of a confidential nature may be discussed at closed Council and Committee meetings. As per the Planning, Development and Infrastructure Act 2016, the public may be excluded from meetings of the Council Assessment Panel.
52 │Annual Report 2019/20
During 2019/20, there were 60 occasions where a Committee or Council were satisfied it was necessary to exclude the public and consider items in confidence.
Confidential Orders made under Section 90(2) Section 90 (3) Meeting Date Subject provision
Corporate Governance Committee 02/07/19 CEO Update b
Curtis Road - Application to the Local Roads Strategic Planning Committee 09/07/19 b Advisory Committee
Strategic Planning Committee 09/07/19 Lot 479 Mingari Street Munno Para b
Curtis Road - Application to the Local Roads Ordinary Council 23/07/19 b Advisory Committee
Ordinary Council 23/07/19 Lot 479 Mingari Street Munno Para b
New Northern School - Shared Use Ordinary Council 23/07/19 b Arrangements
Corporate Governance Committee 13/08/19 Prudential Report - Grenville Centre b
Corporate Governance Committee 13/08/19 External Audit Update j
Strategic Planning Committee 13/08/19 Playford Health Precinct DPA m
CEO Review Committee 19/08/19 Update - CEO Recruitment Process a
Services Committee 20/08/19 Grenville Hub - Prudential Review Update b
Corporate Governance Committee 27/08/19 Audit Report j
Ordinary Council 27/08/19 Grenville Hub - Prudential Review Update b
Special Council 09/09/19 CEO Recruitment a
Special Council 09/09/19 CEO Recruitment a
Chief Executive Officer Employment Special Council 11/09/19 a Agreement
Services Committee 17/09/19 Repurposing of Assets b
Appointment of Council Assessment Panel Ordinary Council 24/09/19 Independent Members and Presiding a Member
Corporate Governance Committee 01/10/19 Findings of External Audit g
Services Committee 15/10/19 Hortex Licence Agreement h
Services Committee 15/10/19 Repurposing Assets b
Ordinary Council 22/10/19 Hortex Licence Agreement h
Annual Report 2019/20 │53
Confidential Orders made under Section 90(2) Section 90 (3) Meeting Date Subject provision
CEO Review Services Select Request for CEO Review Committee 28/10/19 b Quote (RFQ) Scope CEO Review Services Select Request for CEO Review Committee 28/10/19 b Quote (RFQ) Scope
Corporate Governance Committee 05/11/19 Examination j
Independent Commissioner Against Corporate Governance Committee 05/11/19 j Corruption (ICAC) Evaluation Update
Special Council 05/11/19 Examination j
Independent Commissioner Against Special Council 05/11/19 j Corruption Draft Evaluation Report Independent Commissioner Against Special Council 14/11/19 j Corruption
Services Committee 19/11/19 Repurposing Assets b
Corporate Governance Committee Ordinary Council 26/11/19 a Independent Member Appointment CEO Review Services Select Request for CEO Review Committee 02/12/19 d Quote (RFQ) Evaluation
Corporate Governance Committee 03/12/19 CEO Update i
CEO Review Services Select Request for CEO Review Committee 06/01/20 d Quote (RFQ) Shortlist
CEO Review Committee 28/01/20 CEO Review Services Provider Selection d
Corporate Governance Committee 04/02/20 Chief Executive Officer Update i
CEO Review Services Provider - Proposed Corporate Governance Committee 18/02/20 d Contract for Approval
Services Committee 18/02/20 Repurposing of Assets b
Ordinary Council 25/02/20 Motion on Notice e
Health Precinct - Development options for Ordinary Council 25/02/20 b Lots 47 and Lot 48 Mark Road
Ordinary Council 25/02/20 Organisational Delivery a
Northern School - Council Enhancements Services Committee 17/03/20 g Deed Northern School - Council Enhancements Ordinary Council 24/03/20 g Deed Corporate Governance Committee Ordinary Council 24/03/20 a Independent Member Appointment
Special Council 07/04/20 Health Precinct - ACH Development Update b
54 │Annual Report 2019/20
Confidential Orders made under Section 90(2) Section 90 (3) Meeting Date Subject provision
Strategic Planning Committee 14/04/20 Advocacy Update b
Services Committee 21/04/20 Repurposing Assets b
Services Committee 21/04/20 NAWMA 20/21 Budget Briefing b
Health Precinct - ACH Group Negotiations Ordinary Council 28/04/20 for Lot 47 Oldham Road and Lot 48 Mark b Roads, Elizabeth South
Corporate Governance Committee 05/05/20 Long Term Financial Plan Update b
a; b; d; e; Ordinary Council 26/05/20 2020 Review of Confidential Orders g; h; i; j; k
Ordinary Council 26/05/20 Review of General Manager Recruitment h
Services Committee 16/06/20 Rate Rebate Report b
Central District Football Club - Support Services Committee 16/06/20 d Agreement
Services Committee 16/06/20 Virginia Horticulture Centre EOI h
Ordinary Council 23/06/20 Rate Rebate Report b
Central District Football Club - Support Ordinary Council 23/06/20 d Agreement
Ordinary Council 23/06/20 Virginia Horticulture Centre EOI h
Health Precinct - ACH Group Negotiations Ordinary Council 23/06/20 for Lot 47 Oldham Road and Lot 48 Mark b Road, Elizabeth South
Ordinary Council 23/06/20 Legal Advice - Council Member Request h
During 2019/20, 19 of the Confidential Orders made under Section 90 (2) above expired or were revoked during the financial year and a further eight items were revoked at the annual review.
As of 30 June 2020, the total number of items remaining in confidence under Section 91 (7) of the Local Government Act 1999 stands at 98, excluding any orders made prior to 15 November 2010.
Annual Report 2019/20 │55
Section 270 Reviews The Council body and administration make decisions every day which impact our community. We are committed to open, responsive and accountable government which includes providing the opportunity for our community and customers who may be adversely affected by our decisions to request a formal review.
In 2019/20, one application was made under Section 270 of the Local Government Act 1999 to have a decision reviewed.
Area of Complaint Type of Matter Outcome
Building and Compliance Determination regarding All information provided was homing pigeons not considered and reviewed. constituting a local nuisance Original decision upheld.
Training and Development During 2019/20 a number of Council Members attended training and represented the City of Playford at conferences as noted below:
Mayor Glenn Docherty ALGA National General Assembly LGA Conference and Annual General Meeting Cr Akram Arifi Smart Communities Book Toastmasters Membership Cr Stephen Coppins Murray Darling Association Meetings Cr Veronica Gossink Enhanced Public Speaking and Presenting for Elected Members Cr Shirley Halls Murray Darling Association Meetings Cr David Kerrison LGA Conference and Annual General Meeting Cr Misty Norris Enhanced Public Speaking and Presenting for Elected Members Cr Jane Onuzans LGA Conference and Annual General Meeting Cr Katrina Stroet Enhanced Public Speaking and Presenting for Elected Members Cr Cathy-Jo Tame Enhanced Public Speaking and Presenting for Elected Members
56 │Annual Report 2019/20
Registers, Codes and Policies The following documents are available to the public on request, in accordance with the Local Government Act 1999
Registers Council Members Register of Interests Council Member Allowances and Benefits Register Officers Register of Salaries Fees and Charges Community Management Plans City of Playford Public Road Register By Laws
Codes Code of Practice for Public Access to Meetings and to Associated Meeting Documents Code of Conduct for Council Members Code of Conduct for Council Employees Code of Practice for Council and Committee Meetings
Statutory Policies Prudential Management Policy Procurement Policy Public Consultation Policy Council Member Support Policy Council Member Training and Development Policy Internal Controls Policy Naming of Assets Policy Order Making Policy Complaints Handling Policy
Local Government (Elections) Act 1999 Part 14 Campaign Donation Returns prepared by candidates.
Freedom of Information Act Section 9 Information Statement
Annual Report 2019/20 │57
Public Consultation In line with legislation and the City of Playford Public Consultation Policy, the following public consultations took place in 2019/20:
July 2019 Resident Satisfaction Survey 2019 August 2019 Virginia Main Street Upgrade: Phase 1 Engagement Playford Health Precinct – Development Plan Amendment (DPA) Library Hours Review November 2019 Value Adding (Virginia) – Development Plan Amendment (DPA) January 2020 Code of Practice – Public Access to Meetings and Meeting Documents February 2020 Virginia Main Street Upgrade Concept: Phase 2 Engagement April 2020 Munno Para West – Local Area Traffic Management Study May 2020 Annual Business Plan and Budget 2020/21 Long Term Financial Plan 2020/21-2029/30 Asset Management Plans 2020/21 June 2020 Disability, Access and Inclusion Plan – Phase 1 Consultation Playford Business Survey 2020
Community Reference Groups The City of Playford has formed a number of Community Reference Groups who provide advice to Council concerning a specific issue and enhance communication between Council and the community. Each of these groups met during 2019/20, unless noted otherwise.
Access and Social Inclusion Advisory Group (ASIAG) This group provides strategic, expert and impartial advice to Council on the development, implementation, monitoring and review of policies, strategies, projects and plans with the aim to advance the inclusion of people with disability.
Youth Advisory Committee (YAC) The YAC is a group of local young people aged 15 to 25 who work together developing solutions to issues that affect young people and their communities.
Aboriginal and Torres Strait Islander Community Reference Group This group seeks to foster positive relationships and provide advice to Council about how its services can better meet the needs of the local Aboriginal and Torres Strait Islander community. The group has been on hiatus but will look to be re-established during 2020/21.
The Community Connections Group This group provides consultation and advice for Council’s Commonwealth Home Support Programme (CHSP) funded services to ensure services offer consumer choice, meet consumer needs and that consumers have a say in shaping the services they receive.
58 │Annual Report 2019/20
Playford Alive Community Reference Group This group assists with the promotion and coordination of community building through events, community projects and working groups to build and maintain strong links and networks within the Playford Alive community. The group last met in December 2019, and as at 30 June 2020, the Playford Alive project partners were reviewing its role and function into the future.
Reviews of City of Playford by External Entities Independent Commission Against Corruption (ICAC) On the 10 April 2019 the Independent Commissioner Against Corruption announced that the Deputy Commissioner would conduct an evaluation of the practices, policies and procedures of the City of Playford. The evaluation reviewed and reported on:
The extent to which the City of Playford’s governance framework adequately guarded against the risks of corruption, misconduct and maladministration. Practices, policies and procedures in respect of: 1. Human resource management within the City of Playford and whether those practices, policies and procedures efficiently managed human resources and controlled the risks of corruption, misconduct and maladministration. 2. Financial management and whether those practices, policies and procedures adequately managed the risks of corruption, misconduct and maladministration. 3. Information management and whether those practices, policies and procedures adequately protected the City of Playford’s information assets from misuse. 4. The availability and use of assets and resources by public officers employed within the City of Playford and whether those practices, policies and procedures provided sufficient safeguard to minimise the misuse of those assets and resources.
The Deputy Commissioner’s report “Evaluation of the Practices, Policies and Procedures of the City of Playford Council” was tabled in State Parliament on 27 November 2019. It contains 21 recommendations. A copy of the report can be accessed at https://icac.sa.gov.au/evaluation/city-of-playford.
Government of South Australia Auditor-General’s Department Between May 2018 and June 2019, the Auditor‐General conducted an examination under Section 32(1)(a) of the Public Finance and Audit Act 1987, which allows it to examine the accounts of a publicly funded body and the efficiency, economy and cost‐effectiveness of its activities.
The examination objective was to determine whether the Council used and managed its credit cards efficiently and economically.
The Auditor-General’s report “Report 3 of 2020 - Examination of credit card use and management: City of Playford” was published on 3 March 2020 and contained 15 recommendations. A copy of the report can be accessed at https://www.audit.sa.gov.au/publications/2020.
Response Program Council acknowledges that the implementation of these recommendations from ICAC and the Auditor-General will positively impact service delivery to our community through greater accountability and transparency of decision-making, reporting and records management.
Annual Report 2019/20 │59
Council administration prepared a Response Program to implement the recommendations, which was endorsed by Council in April 2020. Monthly progress updates are tabled with Council.
Tendering Arrangements We are committed to ensuring that our competitive tendering activities provide best value to our community and are undertaken in an open, honest and accountable manner. All tendering is managed within the following principles, outlined in our Procurement Policy:
Promoting open and fair competition Valuing accountability and transparency Achieving value for money Fostering environmental sustainability Commitment to Industry Participation Principals Commitment to protecting human health, safety and welfare Ensuring our processes are compliant with relevant legislation and regulations
National Competition Policy Competitive neutrality is one of the key principles of the National Competition Policy. The principle is based on the concept of a level playing field for people competing in business and related to situations where there is, or is the potential for, competition between the private and public sectors.
Councils are required to identify what its business activities are and disclose those in Category One (annual gross operating income greater than $2 million per year) and Category Two (annual gross operating income less than $2 million per year). There are no Category One business activities operated by the City of Playford. In 2019/20 the City of Playford had the following significant (Category Two) business activities:
Food Co-Operatives Water Business Unit Shedley Café Windsor Car Park No complaints were made to the State Competition Commissioner in regard to the City of Playford.
Auditors Payment An amount of $37,000 (excl. GST) in external audit fees were expenses in the 2019/20 financial statements. There was no other remuneration payable.
Financial Assistance Grants The South Australian Grants Commission is responsible for the distribution of Commonwealth Financial Assistance Grants to councils in accordance with State and Federal legislative requirements. Council has a significant reliance on Federal Assistance Grants (FAGS) with approximately 11% of total operating revenue (adjusted) coming from this source. Allocation of the grants is based on a complex formula involving analysing Council’s income and expenses with State averages and
60 │Annual Report 2019/20
other factors such as our demographic profile, the movement in our population relative to the movement in both South Australia’s and Australia’s population, and our community’s ability to pay relative to other council communities.
Community Land Community Land Management Plans identify the purpose and objectives of land held for community use in accordance with Section 196 of the Local Government Act 1999. In 2019/20 there was no community land which had its classification revoked for alternative use.
Ombudsman Report The Office of the South Australian Ombudsman provides free, impartial, informal and timely resolution of complaints to promote fairness, openness and good public administration in South Australia. It assists with complaints about the administrative actions of local government and reviews decisions about Freedom of Information. The Ombudsman 2018/19 Annual Report can be accessed via www.ombudsman.sa.gov.au.
Freedom of Information Requests for documents that are not already public (and are not listed as public documents under “Documents Held by Council”) will be considered under the Freedom of Information Act 1991. This does not guarantee access.
Requests are required to be in writing and addressed to the Freedom of Information Officer, City of Playford, 12 Bishopstone Road, Davoren Park, SA 5113.
Request for Access Forms are available from the following locations, and can be lodged together with the prescribed fee determined by Regulation (currently $37.50, other processing fees may be applicable):
Playford Civic Centre, Customer Service Counter, 10 Playford Boulevard, Elizabeth State Records of South Australia website Freedom of Information Application Form
Although the Freedom of Information Act 1991 allows 30 days to deal with applications, Council endeavours to process them as quickly as possible.
Full information about City of Playford and Freedom of Information can be found on our website at www.playford.sa.gov.au.
Your Rights The right exists to amend personal information of a document held by Council to ensure that personal information, which may be used by the Council, does not unfairly harm or misrepresent the person referred to.
A person can apply for the amendment of a Council document which they have already obtained, provided that: The document containing the personal information relates to the applicant only The information is available for use by Council in connection with its administrative functions
Annual Report 2019/20 │61
The information is, in the person’s opinion, incomplete, incorrect, out of date or misleading.
Access to documents may be available under other arrangements, in some circumstances, without the need to refer to provisions contained in the Local Government Act 1999.
Who to contact Applications and enquiries relating to Freedom of Information matters may be directed to the Freedom of Information Officer between 9am and 5pm, Monday to Friday by telephone 8256 0227.
Freedom of Information Applications Twenty one applications were received under Freedom of Information legislation and 18 applications were assessed within 30 days in the 2019/20 year, with three applications carried forward into 2020/21. One application carried forward from the 2018/2019 year was determined for full release. Seventeen applications from the 2019/20 year were determined for full release. One application was refused as documents did not exist. No applications were subject to an internal review or referred for external review by the Ombudsman. Council received applications on various topics including those related to complaints to council, financial information, infrastructure and development documentation.
Freedom of Information Statements For the purposes of Section 9(1) and (1a) of the Freedom of Information Act 1991, an information statement relating to the City of Playford is published on the Council’s website.
Local Nuisance and Litter Control Act and Regulations The total number of complaints of local nuisance or littering received by Council reached 1282. There were 80 offences under the Act that were expiated, comprised of:
o Section 22(1)(b) disposing of litter over 50L – 68 o Section 22(1)(c) disposing of litter up to 50L (hazardous) – 3 o Section 22(1)(d) disposing of litter up to 50L (general) - 9
There was one abatement notice issued in relation to an unsightly property.
No offences under the Act were prosecuted. There were no civil penalties negotiated under Section 34 of the Act, nor applications by the Council to the Court for orders for civil penalties under Section 34 of the Act.
62 │Annual Report 2019/20
Rebates and Concessions Rates are administered by each council in line with the Local Government Act 1999 which allows some flexibility for each council to make decisions to suit its local community. The City of Playford Rating Policy sets out Council’s policy for setting and collecting rates from its community, and includes the rebates and concessions.
Pensioner Concessions and State Beneficiaries of Concessions From 1 July 2015 Council concessions were replaced with the new SA Government Cost of Living Concession for pensioners. For information on concession eligibility, applications and payments contact the Department of Human Services (DHS): Website www.sa.gov.au/concessions Email [email protected] Concessions Hotline: 1800 307 758
Rate Relief Council applies rate remissions, postponements and rebates in accordance with the Act and its Rate Rebate Policy.
Remission of Rates – Hardship Section 182 of the Local Government Act 1999 permits a council to postpone or give remission on rates due to hardship and other defined reasons.
Seniors Rates Postponement Seniors Rates Postponement allows ratepayers who hold a state government issued Seniors Card to postpone payment of Council rates amounts above $500 per year until their property is sold, or eligibility ceases. This can assist eligible ratepayers who have a high level of equity in their home, but are on limited incomes. Ongoing compounded monthly interest is applied to postponed amounts. Further information about the Seniors Rate Postponement Scheme is available on Council’s website.
Discretionary Rebates Council may consider an application and approve a rebate under its discretion in accordance with Section 166 of the Local Government Act 1999. Further information is detailed in the Rate Rebate Policy.
Hardship Policy The City of Playford is committed to assisting customers who are experiencing financial hardship to manage their bills on an ongoing basis and to make payments in a mutually acceptable manner, helping ratepayers clear their outstanding and ongoing rates debt.
Ratepayers are encouraged to contact Council as soon as they become aware that they may be unable to meet their quarterly rates payment and if experiencing financial hardship the rates team can set up an affordable payment schedule through Centrepay or Direct Debit.
Our Hardship Policy provides options for ratepayers seeking rates relief due to hardship or extenuating circumstances. Council may refer the ratepayer to an accredited financial counsellor or negotiate a flexible longer-term debt repayment arrangement. Section 182 of the Local Government Act 1999 advises Council can grant rates relief due to hardship or extenuating circumstances.
Annual Report 2019/20 │63
OUR WORKFORCE
Strategic Aspiration Our Strategic Aspiration is to support and foster the development of a workplace environment where all employees feel engaged and connected to the work of the organisation, to each other, and the community.
Foundation Principles The City of Playford Foundation Principles were introduced in September 2019. They provide two clear boundaries that everyone in our organisation works within. Our two principles – Full Disclosure and Do No Harm – are non-negotiable and help create an environment where we can make the most of our skills and experience and genuinely contribute to the community we work in.
Full Disclosure means no surprises. Share the right information, with the right people, at the right time, so we can all do our jobs well. Talk about the risks, as well as all of the opportunities. It’s not about sharing everything with everyone, but using your judgement to ensure all stakeholders have the information they need, when they need it.
Do No Harm. Do no physical or psychological harm. This obviously means to other people, but also extends to our assets, environment and our community. Be honest, respectful and ethical.
Headcount - Workforce Size As at 30 June 2020 City of Playford employed 451 employees from a broad demographic base. It’s headcount by position status and gender are as follows:
Male Female Status Nº % Nº % Nº % Casual 21 4.7% 9 3.7% 12 5.9% On-going Full Time 287 63.6% 197 80.1% 90 43.9% On-going Part Time 61 13.5% 8 3.3% 53 25.9% Contract Leadership 26 5.8% 14 5.7% 12 5.9% Fixed Term Contract Full Time 27 6.0% 14 5.7% 13 6.3% Fixed Term Contract Part Time 29 6.4% 4 1.6% 25 12.2% Total 451 100% 246 55% 205 45%
64 │Annual Report 2019/20
Organisational Structure
Annual Report 2019/20 │65
Workforce and Remuneration Profile Council is supported in its decision-making by an Executive team whose salary packages may include the following benefits: • Annual salary • Fully maintained vehicle or novated lease vehicle • Employer superannuation contributions The Executive team is also provided with mobile phones, tablets and laptops as work tools in accordance with Council’s Mobile Devices and Services Policy. The total remuneration package of Managers is reported in the table below. Remuneration packages consist of the employer superannuation contribution, the cost of Council-supplied vehicles (as appropriate) and their annual salary. Salaries of all other staff are also reported in the table, excluding employer super contribution. No bonuses are paid to any member of staff or management. Managers with the ability to incur private use of a Council vehicle pay 75% of the vehicle costs from their salary in recognition that the vehicle is available for staff and volunteers to use as a ‘pool’ vehicle during business hours.
Salary Range Employee Categories Male % Female % Total % $,000 CEO 250-300 1 0.4% 0 0.0% 1 0.2% General Managers 200-250 1 0.4% 2 1.0% 3 0.7% Senior Managers 150-200 11 4.5% 5 2.4% 16 3.5% Managers and Senior 99-150 39 15.9% 23 11.2% 62 13.7% Officers Employees 0-99 194 78.9% 175 85.4% 369 81.8% Totals 246 205 451
Management/Staff Ratio
Title Number Management 56 Staff (other than Management) 395
Total Council Staff 451
66 │Annual Report 2019/20
Service Delivery
Indirect Service FTE Direct Service FTE Combined Total FTE 137.92 263.09 401.00
* An FTE of 1.0 means that the person is working the hours equivalent to a full-time worker.
For the purposes of reporting, in the Service Delivery table, indirect services are classified as service delivery staff that are performing roles not directly involved with the delivery of services to the community such as Finance, Organisational Development, ICT, Risk and WHS and Procurement.
Recruitment and Selection The City of Playford considers recruitment to be a significant financial investment. We commit to investing the time required in our recruitment processes to gather as much data as possible to be confident in the decision we make that each successful candidate is the right person for their role and we are the right organisation for our candidate.
We aim to recruit and select employees who demonstrate attributes that are consistent with our organisation’s culture and that will best meet the organisation’s needs to deliver on our strategic objectives. Recruitment and selection of employees in the City of Playford complies with all legal requirements including equal opportunity and sound human resource management principles, together with the policies and guidelines as adopted by the City of Playford.
End-to-end eRecruitment and Onboarding Systems have been embedded across the organisation in order to gain efficiency and enhance the effectiveness of our recruitment and selection practices.
Equal Employment Opportunity (EEO) The City of Playford continues to increase its organisational effectiveness and deliver high quality, responsive council services, through the support and development of its people in a positive working environment with effective workforce planning processes.
We have a longstanding commitment to a policy of equal employment and advancement opportunities without regard to race, colour, gender, marital status, religion, age, national origin or citizenship status, disability, sexual orientation or any other protected characteristic as established by law.
This commitment to fair employment practices applies to every aspect of the employment life cycle, ensuring that equal consideration is extended to all employees and applicants in all aspects of employment including remuneration, recruitment and selection, learning and development, performance evaluation, career development and progression opportunities.
Learning and Development The organisation’s commitment to ongoing learning and development supports employees and volunteers to meet the professional, occupational and legislative responsibilities of their employment. This is achieved by the ongoing monitoring and evaluation of their work performance, providing employees with a fair, balanced and constructive evaluation of progress in their roles.
Annual Report 2019/20 │67
Learning and development activities are focussed on achieving an effective balance between organisation and individual needs that facilitate an increase in skills and knowledge across the organisation, building workforce flexibility, change capability, resilience and leadership potential.
Employee Assistance Program The Employee Assistance Program (EAP) provides access to confidential and professional counselling services for all City of Playford employees, Councillors and their immediate families for any personal or work-related issues. Counselling is available on site, off site or by telephone, and aims to assist in clarifying any challenges or problems they may be facing, with a focus on building effective strategies and solutions to address those issues.
Risk and Work Health and Safety (WHS) Like all organisations, City of Playford was faced with a pandemic in March 2020 which saw the establishment of the Continuity Management Team (CMT) to respond to the COVID-19 outbreak utilising the organisation’s Business Continuity Plan. The CMT assessed recommendations for service provision and the workplace from subject matter experts, taking into consideration Australian Government advice to inform decision-making. The three principles followed to guide decision-making were:
Provision of a safe workplace Provision of services to our community where it was safe to do so and where the community wanted to access those services safely Taking advice from Australian Government Departments including SA Health and South Australian Police (SAPOL)
Proactive WHS and Injury Management work continued to be undertaken across the organisation to ensure ongoing employee safety and legislative compliance. In the midst of the pandemic, control measures were introduced to mitigate risk and reduce the spread of COVID-19. These measures included increased cleaning at our sites, sneeze screen installations at our customer facing sites, floor decals at our sites to increase and encourage physical distancing of 1.5m, and the installation of hand hygiene stations at our sites.
Return to Work (RTW) Claims decreased in 2019/20 by 20%. The number of claims is equivalent to the member group average, which is made up of similar size Councils.
Return to Work Claims* RTW RTW Claims LTI Days Duration Rate Financial LTI Days Duration Rate Claims Group Group (days) Group Year Playford (days) Playford Playford Average Average Average 2018/19 30 30 406 385 25.4 29.6 2019/20 24 24 8 144 8 18
*Data is accurate from the Local Government Risk Services (LGRS) Member Centre as at 26 August 2020 and is subject to change due to on-going claims and costs which may carry over into other financial years.
68 │Annual Report 2019/20
Return to Work Claim Costs*
Financial Claims Cost Claims Cost Year Playford Group Average 2018/19 $456,186 $375,308
2019/20 $118,040 $149,656
*Data is accurate from the Local Government Risk Services (LGRS) Member Centre as at 26 August 2020 and is subject to change due to on-going claims and costs which may carry over into other financial years.
It is noted that the tables above reflect eight Lost Time Injury (LTI) Days Playford and eight Duration Rate (days) Playford for 2019/20 respectively. These numbers are reflective of outstanding claims that are yet to be processed or reconciled through the LGRS Member Centre. It is estimated that the number of LTI Days Playford for 2019/20 is 440, and the Duration Rate (days) Playford for 2019/20 is 36.6.
Insurance Claims
Liability, Fleet and Assets Financial Liability Fleet Claims Asset Claims Year Claims
2019/20 44 51 10
There was a 2% increase in liability claims and an 11% increase in both fleet and asset claims over the previous year.
Other Key Activities City of Playford has also delivered a number of key activities across 2019/20. These include: Provision of an income protection scheme through the Local Government Risk Services (LGRS) that supports staff if they suffer from an injury or illness that occurs outside of the workplace Delivery of hearing assessments for staff required to wear hearing protection Delivery of annual flu vaccinations for staff Delivery of a Road Safety Awareness Program hosted by the South Australian Metropolitan Fire Service Introduction of a WHS Partner model to better support the organisation by aligning a WHS practitioner to teams, thus allowing coaching and mentoring to take place and to assist in areas such as compliance and continuous improvement. Conducting a broad range of WHS training programs and information sessions in areas such as Asbestos Awareness, Functions of a WHS Committee, Incident Investigation and Human Factors Training, General Construction Induction, White Card, Workzone Traffic Management, First Aid and CPR. Continuation of the Mental Health First Aid Program including the appointment of designated Mental Health First Aiders and the provision of training for Management to ensure effective support can be provided to those who may be experiencing a mental health problem, or who may be in crisis.
Annual Report 2019/20 │69
The following activities were undertaken as part of our Healthy Wellbeing Program: o Skin cancer checks for staff who regularly work outdoors (also available to all employees) o Annual health assessments for employees o Mental Health – Mind your Wellbeing program o 12-week COVID-19 Webinar series o Online health program Participation in the Australian Red Cross Blood Challenge, where City of Playford was the leading council for SA/NT in 2019 for the second year in a row, and placing third nationally among some of Australia’s largest Councils.
70 │Annual Report 2019/20
LOOKING FORWARD
2020/21 Annual Business Plan and Budget Council adopted its 2020/21 Annual Business Plan and Budget (ABP) on 30 June 2020. The ABP builds upon our Community Vision 2043 and Strategic Plan, and articulates the services and programs Council will deliver in the upcoming year. The Plan includes an operating budget of $108 million, an operating surplus of $3.870 million and expenditure of $43.635 million on capital projects. Council will also receive $10.844 million of assets free of charge from developers. The Plan incorporates a rate increase of 0.45% which is made up 0.39% to fund the SA government imposed costs pressures (Solid Waste Levy) and 0.12% to fund 12 new and enhanced services, offset by 0.06% of savings from operating costs of previous initiatives. For 2020/21 Council was also able to identify short term, financially sustainable measures that were allocated to offset an equivalent of 2% of inflationary cost pressures that would typically need to be passed on through a further rates increase.
2020/21 Financial Indicators Council has several indicators and targets to assess its financial sustainability. The targets for 2020/21 are outlined in the table below:
Financial Explanation 2020/21 Target Indicator Budget
Operating This ratio is designed to highlight the financial Surplus Ratio performance for the year and is a key indicator for financial sustainability. The ratio expresses the 0%-10% 3.5% operating result as a percentage of Council’s total income.
Net Financial This ratio shows financial liabilities as a percentage of 50%-160% Liabilities Ratio Operating Income. Operating 170.8% Income
Asset Renewal This ratio shows whether or not Council is replacing Between 90% Funding Ratio assets at the rate required in the Asset Management 102.3% and 110% Plan.
Interest Expense This ratio shows how much discretionary income is 3%-10% of Ratio used to pay interest on borrowings discretionary 6.1% income
Cash Flow from The cash generated each year from operations Between 90% Operations Ratio compared to the 20 year average requirements in the and 110% and Asset Management Plan. This ratio measures whether not less than 127.8% Council is generating enough cash from its operations 100% over a to cover the replacement of assets over time. 10 year period
Annual Report 2019/20 │71
2020/21 Organisational Performance Measures Organisational Performance Measures are set by Council to monitor our achievements against our overall strategic goals and to provide focus areas for staff in their day-to-day service delivery. The measures relate to the areas of community interest, organisational accountability and key organisational priorities and fulfil our obligations under Section 123 of the Local Government Act 1999. The table below shows the targets for 2020/21:
Indicator Measure 2020 Target
Overall customer satisfaction with the An overall score between 3.00 – 3.59 Overall Council Satisfaction City of Playford as an organisation (Moderate Satisfaction)
Customer Satisfaction with the level of City-wide Presentation Achievement of a 3.50 score appearance of public realms1
Satisfaction rating with the level of An overall score between 3.60 – 3.89 Customer Service2 customer service and experience (Moderately High Satisfaction)
Satisfaction with Council being open An overall score between 3.00 – 3.59 Accountability and accountable to the community in its (Moderate Satisfaction) operations
Satisfaction rating with how Council An overall score between 3.00 – 3.59 Community Engagement invites community participation in (Moderate Satisfaction) decision-making
Customer rating for how Council plans for An overall score between 3.00 – 3.59 Managing Growth the future (Moderate Satisfaction)
An overall score between 3.00 – 3.59 Continuous Improvement Customer satisfaction with value for money3 (Moderate Satisfaction)
1. This measure of the appearance of public realms aggregates seven (7) customer satisfaction measures including: maintenance of parks, gardens and playgrounds, effectiveness of graffiti and vandalism control, general appearance of the city, verge maintenance, cleanliness of streets, maintenance of roads and footpaths. 2. Customer service refers to the way Council deals with, takes care of and responds to its customers. 3. Value for money refers to the value residents believe they get from their rates or fees for services
72 │Annual Report 2019/20
New Strategic Plan The Local Government Act 1999 (the Act) requires that a comprehensive review of a Council’s Strategic Plan must be undertaken within two years of each general election of Council and that members of the public are given reasonable opportunity to be involved in the development of the Plan. Due to the impacts of COVID-19, the two year deadline was extended to two years and three months for this planning cycle. The current Council was elected in November 2018 and therefore the plan must be reviewed and a new plan endorsed by Council by February 2021.
In 2019 discussions commenced with Council about its new Strategic Plan and agreement was reached that instead of thinking for just four years ahead, Council would take a longer 12-year approach to strategic planning. This will involve considering what Council can deliver in the next three strategic plans – 2020-24, 2024-2028, 2028-2032.
The desire to focus more on ‘sustainable foundations’ in the coming four years (2020-24) emerged.
In early 2020/21, an extensive community engagement process was undertaken with the purpose being to:
Inform our community on the intention to focus on ‘foundations’ for the next four years Involve our diverse community in defining what they consider the ‘foundations’ to be
The process included a city-wide survey, a series of ‘mini-meets’ and information available from the City of Playford Engagement Hub. The engagement was underpinned by a dedicated social media campaign.
Over 1600 people took part in the process, resulting in 3500 suggestions being made as to what the foundational needs of our city are.
Council is currently using the information gained from the community engagement process to help prepare a draft plan for further consultation. The finalised Strategic Plan 2020-2024 is on track to be adopted in January 2021.
Annual Report 2019/20 │73
LEGISLATIVE CHECK LIST
The City of Playford Annual Report has been developed in line with the Local Government Act 1999 and Local Government Act regulations. The checklist below identifies the relevant sections of the Act(s) and the corresponding page number(s) in the Report.
Legislative Requirement Page Reference
Council Report Page 50 - Council Members Schedule 4, clause 1(h) requires a statement to be included in the annual and Representation report about: Council’s representation quota* Average representation quota for councils of a similar size and type (taking into account various factors prescribed by the regulations if any) Timing of next representation review as prescribed in section 12(4). Procedures available for electors to make submissions on representation.
*Schedule 4, clause 3 defines “representation quota” for the purpose of the annual report requirements. Representation quota for a council is an amount ascertained by dividing the number of electors for an area of the council (as at the last closing date under the Local Government (Elections) Act 1999) by the number of members who constitute the council (ignoring any fractions resulting from the division and expressed as a quota). Schedule 4, clause 2(c) requires annual reports to include information about Page 51 - Council and the decision-making structure of council (ie council structure including Committee Structure council committees - roles, functions, etc - and the council’s scheme of delegation)
Strategic Management Plans Page 14 - Strategic Schedule 4, clause 2(a) requires a council to report on performance in Directions and Year in implementing its strategic management plans during the financial year to Review which the annual report relates and projections and targets under its plans for the next financial year. (Cross reference to section 122 – Strategic Page 71 - Looking Forward Management Plan provisions). Schedule 4 clause 2(ab) requires councils to report on performance against annual business plans for the financial year to which the annual report relates. Council Members Page 50 - Council Member Schedule 4 requires information about: Allowances Allowances paid to council members and council committee members [clause 1(f)] Note, this includes the audit committee. Page 56 - Training and The training and development activities for members of the council Development during the relevant financial year [clause 2(ca)]. Management and Staffing Page 66 - Workforce and Schedule 4, clause 1(g) requires information about the number of senior Remuneration Profile executive officers, kinds of allowances, and bonuses and benefits that are made available as part of the salary package/s. (Cross refer to section 105) Page 67 - Equal Employment Schedule 4, clause 2(d) requires information to be included about Opportunity (EEO) the implementation of equal employment programs, and other human resource management or development programs (Cross refer to section 107).
74 │Annual Report 2019/20
Legislative Requirement Page Reference
Budget and Financial Reports Appendix 1 – Audited Schedule 4 requires: Financial Statements A copy of audited financial statements [clause 1(a)] Information about allowances paid to council members and council Page 50 - Council Member committee members [clause 1(f)] Allowances A report on competitive tendering or other measures to ensure services are delivered cost-effectively, and the extent (if any) to Page 60 - Tendering which council has pursued policies for purchasing local goods and Arrangements services [clause 2(b)]
Community Land and Council Facilities Page 61 - Community Land Schedule 4, clause 2(e), requires annual reports to include a report on the progress of preparing or finalising management plans for community land. (Cross refer Chapter 11). List of Documents Available to the Public Page 57 - Registers Schedule 4 requires the following lists to be included in annual reports: Lists of registers and of codes of conduct or practice which are required to be kept under the Local Government Act 1999 or Local Government (Elections) Act 1999 [clauses 1(b) and (c)].
Freedom of Information Statements Page 62 - Freedom of Section 9(1a) of the Freedom of Information Act 1991 requires councils to Information Statements annually publish up-to-date information statements [clause 1(gb)]. Confidentiality Page 52 - Confidentiality Schedule 4, clause 1(ga) of the Local Government Act 1999 requires a report to be included in the annual report about the council’s and council committee’s use of sections 90(2) and 91(7). The content is detailed under regulation 35 of the Local Government (General) Regulations: Report on the use of section 90(2) and (3) of the Act: Total number of orders made under section 90(2) of the Act in the financial year The date and subject of each order within the ambit of section 90(2) In relation to section 90(3) paragraphs (a) – (na), the number of times in the financial year that an order was made under section 92 Report on the use of section 91(7) The total number of orders made under the subsection in the financial year The number of orders made in the financial year that expired, ceased to apply or were revoked during the financial year The number of orders that remained operative at the end of the financial year (not including orders made before 15 November 2010) Date and subject of each order with the ambit of the above under section 91(7). Subsidiaries Appendix 2 & 3 The annual report of any subsidiary received by the council under Schedule 2 for the financial year [clause 1(ha)].
Annual Report 2019/20 │75
Legislative Requirement Page Reference
National Competition Policy Page 60 - National Schedule 4, clause 1(j) any other information to be included under the Local Competition Policy Government Act 1999 or another Act. Therefore by virtue of the Government Business Enterprise (Competition) Act 1996 and the Clause 7 Statement 2002 the council is required to submit relevant information on the application of competitive neutrality principles. This includes information on: The commencement or cessation of significant business activities controlled by the council; The competitive neutrality measure applied to each significant business activity controlled by the council; The review and reform of by-laws which restrict competition, including proposals for new by-laws; Complaints received alleging a breach of competitive neutrality principles by the council; The structural reform of public monopolies The information included in the annual report may be in summary form. Freedom of Information applications Page 62 - Freedom of Councils are required to report on the applications received under section Information Applications 13 of the Freedom of Information Act, as required by Schedule 4, clause 1(gb). As at the date of these guidelines there is no prescribed format that this report must take under the Regulations. Auditor Independence Page 60 - Auditors Payment Councils are required to report on the remuneration payable to the auditor during the year and to differentiate between audit and non-audit fees. Also, to report if the appointment of the auditor is terminated other than by expiry of the contract [Schedule 4, clause 1(j) and section 128(9)]. Internal review of Council actions Page 56 - Section 270 Councils must, on an annual basis initiate and consider a report that relates Reviews to the number of applications for review made under section 270(8); the kinds of matters to which the applications relate; the outcome of applications under the section; and such other matters as may be prescribed by the regulations. Section 270(8) of the Act; Schedule 4, clause 1(i) and regulation 35(2). Local Nuisance and Litter Act Page 62 - Local Nuisance Councils must report on: and Litter Control Act and the number of complaints of local nuisance or littering received by Regulations the council; and the number and nature of — o offences under the Act that were expiated; and o offences under the Act that were prosecuted; and o nuisance abatement notices or litter abatement notices issued; and o civil penalties negotiated under section 34 of the Act; and o applications by the council to the Court for orders for civil penalties under section 34 of the Act and the number of orders made by the Court on those applications; and any other functions performed by the council under the Act.
76 │Annual Report 2019/20
APPENDICES
City of Playford General Purpose Financial Statements for the year ended 30 June 2020 Gawler River Floodplain Management Authority Annual Report 2019/20 Northern Adelaide Waste Management Authority Annual Report 2019/20
Annual Report 2019/20 │77